The document defines power as the capacity for an individual (A) to influence another individual (B) to act according to A's wishes through B's dependency on resources controlled by A. It contrasts leadership, which focuses on goal achievement through compatible goals and downward influence, with power, which is used as a means to achieve goals through the dependency of followers and lateral and upward influence. The bases of power discussed include coercive, reward, legitimate, information, expert, referent, charismatic, and power through coalitions. Dependency is key to power, with greater dependency resulting in greater power over individuals. Politics in organizations involves behaviors to influence resource distributions that are not formally required but affect advantages and disadvantages.
It is not a one time-thing to be an effective leader. Personal qualities like leadership traits, vision and goal setting are responsible for shaping effective leaders. You would find many leaders as competent but not all of them are recognized as remarkable. If a leader is well-versed with the traits of an effective leadership, success is not far away from them. So, whether you have just started out or if you are a professional in the industry, you should know be knowing which traits are must for you. Here's the list of top 13 traits that leaders must possess to be effective today.
It is not a one time-thing to be an effective leader. Personal qualities like leadership traits, vision and goal setting are responsible for shaping effective leaders. You would find many leaders as competent but not all of them are recognized as remarkable. If a leader is well-versed with the traits of an effective leadership, success is not far away from them. So, whether you have just started out or if you are a professional in the industry, you should know be knowing which traits are must for you. Here's the list of top 13 traits that leaders must possess to be effective today.
Power and Politics, Chapter-14- Organizational BehaviorDr.Amrinder Singh
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Power and Politics, Chapter-14- Organizational Behavior
This PPT is based on the Organizational Behavior Book Written By Stephen P. Robbins & Timothy A. Judge, Edition -12th, Publisher Pearson
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
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Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
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Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
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Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
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At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
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2. A Definition of Power A B Power A capacity that A has to influence the behavior of B so that B acts in accordance with Aโs wishes. Dependency Bโs relationship to A when A possesses something that B requires.
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4. Bases of Power: Formal Power Coercive Power A power base dependent on fear. Reward Power Compliance achieved based on the ability to distribute rewards that others view as valuable Formal Power Is established by an individualโs position in an organization; conveys the ability to coerce or reward, from formal authority, or from control of information.
5. Bases of Power: Formal Power (contโd) Legitimate Power The power a person receives as a result of his or her position in the formal hierarchy of an organization. Information Power Power that comes from access to and control over information.
6. Bases of Power: Personal Power Expert Power Influence based on special skills or knowledge. Referent Power Influence based on possession by an individual of desirable resources or personal traits. Charismatic Power An extension of referent power stemming from an individualโs personality and interpersonal style.
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11. Politics: Power in Action Political Behavior Activities that are not required as part of oneโs formal role in the organization, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organization. Legitimate Political Behavior Normal everyday politics. Illegitimate Political Behavior Extreme political behavior that violates the implied rules of the game.
12. Politics Is in the Eye of the Beholder E X H I B I T 13 โ3 โ Politicalโ Label โEffective Managementโ Label 1. Blaming others vs. Fixing responsibility 2. โKissing upโ vs. Developing working relationships 3. Apple polishing vs. Demonstrating loyalty 4. Passing the buck vs. Delegating authority 5. Covering your rear vs. Documenting decisions 6. Creating conflict vs. Encouraging change and innovation 7. Forming coalitions vs. Facilitating teamwork 8. Whistle blowing vs. Improving efficiency 9. Scheming vs. Planning ahead 10. Overachieving vs. Competent and capable 11. Ambitious vs. Career-minded 12. Opportunistic vs. Astute 13. Cunning vs. Practical-minded 14. Arrogant vs. Confident 15. Perfectionist vs. Attentive to detail Source: Based on T. C. Krell, M. E. Mendenhall, and J. Sendry, โDoing Research in the Conceptual Morass of Organizational Politics,โ paper presented at the Western Academy of Management Conference, Hollywood, CA, April 1987.
17. Is A Political Action Ethical? Utilitarianism Rights Justice E X H I B I T 13 โ8 Source: Adapted from G.F. Cavanagh, D. Moberg, and M. Valasquez, โThe Ethics of Organizational Politic,โ Academy of Management Review , July 1981, p. 368. Reprinted with permission.