Can you identify and use different kinds of power? Learn about various leader´s power. Understand how others view power. Leader has a full spectrum of power if he/she use not only power from position but also from their personality.
It shows basic information about Power and politics chapter 13 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
It shows basic information about Power and politics chapter 13 slide to do a presentation. It happens to create one to generate new slides. or it could help one do one study as well.
ORGANISATIONAL BEHAVIOUR - Organisational power
DISTINCTION BETWEEN AUTHORITY AND POWER
NATURE OF POWER
SOURCES OF POWER
DEPENDENCY AND POWER
Factors Affecting Dependency
Importance of Resources
Scarcity of Resources
Non- substitutability of Resources
POWER TACTICS
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
People follow powerful people
Leadership and power are closely linked even though leadership is NOT about power or position. People follow people who are powerful. And because others follow, the person with power leads.
How to Motivate! and get people to do things that matter
ORGANISATIONAL BEHAVIOUR - Organisational power
DISTINCTION BETWEEN AUTHORITY AND POWER
NATURE OF POWER
SOURCES OF POWER
DEPENDENCY AND POWER
Factors Affecting Dependency
Importance of Resources
Scarcity of Resources
Non- substitutability of Resources
POWER TACTICS
POWER AND POLITICS
Study questions.
What is power?
How do managers acquire the power needed for leadership?
What is empowerment, and how can managers empower others?
What are organizational politics?
Study questions.
How do organizational politics affect managers and management?
Can the firm use politics strategically?
“Power tends to corrupt; absolute power corrupts absolutely”
--- Lord Acton
POWER
A capacity that A has to influence the behavior of B so that B acts in accordance with A’s wishes.
DEPENDENCY
B’s relationship to A when A possesses something that B requires.
People follow powerful people
Leadership and power are closely linked even though leadership is NOT about power or position. People follow people who are powerful. And because others follow, the person with power leads.
How to Motivate! and get people to do things that matter
Meaning of Organizational Power, Dimensions, factors behind positional power, sources of power, Tactics to obtain power, Impression Management, Tactics to generate a favorable, Need of Power for the Organisation impression
Power and Politics Presentation
1 - Organizational Behavior Michael Hitt
https://www.amazon.com/Organizational-Behavior-Michael-Hitt/dp/1118809068
2 - Organizational Behavior Mary Von Glinow
https://www.amazon.co.uk/Organizational-Behavior-Mary-Von-Glinow/dp/0077862589
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Najčastejší spôsob podávania spätnej väzby je známy "sendvič", kedy negatíva prekladáme pozitívnymi informáciami.Zvyčajne to nezaberá. Ponúkaný koncept Vám dá "noty" ako viesť rozhovor s človekom, kedy očakávame, že bude v odpore (mať nesúhlasný postoj).
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What are the characteristics of today's audiences? What can we expect? There are some trends we have in common globally. Let’s talk about them. Which are they?
the sort journey to evolution of work - life balance...do you know how various generations influence today workplace? do you know how to handle Millennial?
Dokážete presvedčiť ostatných? Poznáte zákonitosti ovplyvňovania? Alebo ste často v pozícii, že Vami manipulujú? Viete to odhaliť a vhodne reagovať? 6 princípov ovplyvňovania od Roberta Cialdiniho stojí zato poznať....
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Limiting belief can stop your progress and happiness. Are you operating under your ego program or you listen what's your soul whispering you? What brings us joy in our life? What are your values? Excellent work of Richard Barret.
Čo všetko potrebujete k dobrej prezentácii? Je štruktúra prezentácie dôležitá? Aké štýly existujú? Ktorý sa hodí na aký cieľ? Čo všetko "zabaliť" do dobrej prezentácie? A ako ju efektívne ukončiť? Na všetko toto nájdete v našej prezetácii odpoveď.
Dokážete vyhodnotiť, či je váš tím naozaj súdržný? V nasledujúcej prezentácii je opísaný koncept 5 dysfunkcíí tímu podľa Patrika Lencioniho. Poskytuje výborný vhľad do charakteristík funkčného verzus dysfunkčného tímu. Po niekoľkoročnej skúsenosti s koučovaním Top manažérskych tímov, musím konštatovať, že skutočne súdržný funkčný tím je veľkou vzácnosťou :-)
Guráž - neodmysliteľná súčasť úspešného lídra. Viete v čom všetkom má mať dobrý líder odvahu? Ako ho rozspoznáte? Predstavujeme Vám zaujímavý koncept 8 typov guráži, viete ktoré máte vy? A na ktorých chcete ešte popracovať?
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Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
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Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
2. OBJECTIVES
Ability to identify and use different kinds of power.
Learn about various leader´s power.
To understand how others view power.
3. SEVEN DIFFERENT KINDS OF POWER USING
POWER FROM POSITION VS. POWER FROM PERSON
POSITION PERSON
Position power:
Derived from top
management and
is delegated down
the chain of
command.
Personal power:
Derived from the
follower based on
the individual’s
behaviour.
Leaders derive power from their positions and personalities.
4. THE SOURCE OF POWER
InformationLegitimateConnection
ExpertReferentRewardCoercive
POSITION PERSON
4
5. POWER FROM POSITION
• Based on fear.
• Involves threats and/or punishment to influence
compliance.
• Followers believe that failure to comply will lead to
punishments.
• This is the power to force someone to do something against their
will. It is often physical although other threats may be used. It is the
power of dictators, despots and bullies. Coercion can result in
physical harm, although its principal goal is compliance.
Demonstrations of harm are often used to illustrate what will
happen if compliance is not gained.
Coercive POSITION
6. POWER FROM POSITION
• A common trap that people in such roles can fall into
is to forget that people are obeying the position, not
them. When they either fall from power or move onto
other things, it can be a puzzling surprise that people
who used to fawn at your feet no long do so.
Coercive POSITION
7. POWER FROM POSITION
• Based on the leader’s “connections” with influential or
important persons inside or outside the organization.
• Based on the user’s relationship with influential people.
• Induces compliance because others aim at gaining
favour.
• When an individual has a connection with someone important
or powerful, they are said to possess the power of connection
and may have substantial influence on others despite them not
directly having any other forms of power. If you are connected
to the manager of the organisation, your workmates give you
“respect”. It is also common with political connections
especially in those parastatal organisations that have (had?)
very high political aroma.
POSITIONConnection
8. POWER FROM POSITION
• Based on the user’s ability to influence others with something of
value to them.
• In this case the leader has the ability to provide rewards for
other people.
• One of the main reasons we work is for the money we need to conduct
our lives. There are many more forms of reward -- in fact anything we find
desirable can be a reward, from a million dollar yacht to a pat on the
back.
• Reward power is thus the ability to give other people what they want,
and hence ask them to do things for you in exchange.
• Rewards can also be used to punish, such as when they are withheld. The
promise is essentially the same: do this and you will get that.
POSITIONReward
9. • Based on the user’s position power given by the
organisation, the position held by the leader.
• The power of the leader is accepted by those who
are the power is aimed at.
• The higher the position, the more legitimate power a
leader will gain from the position.
• Legitimate power is that which is invested in a role.
Kings, policemen and managers all have legitimate
power if the others accept their role. The legitimacy
may come from a higher power. Legitimate power
can often thus be the acceptable face of raw
power.
PERSONPOSITION Legitimate
10. POWER WITHIN PERSON
• Based on the user’s personal power relationship with others
and the leader’s personal traits.
• Leaders scoring high referent power are generally liked and
admired.
• This is the power from another person liking you or wanting to
be like you. It is the power of charisma and fame and is
wielded by all celebrities (by definition) as well as more local
social leaders. In wanting to be like these people, we stand
near them, hoping some of the charisma will rub off onto us.
Those with referent power can also use it for coercion. One of the
things we fear most is social exclusion, and all it takes is a word
from a social leader for us to be shunned by others in the group.
ReferentPERSON
11. POWER WITHIN PERSON
• Based on the leader’s possession of information that is
perceived as valuable.
• Based on data desired by others.
• We may be looking for some information, which another
person has or has access to, and that information is may
be so valuable to our own job or success. The person
having that information may influence our behaviour in
the sense we have to comply with his or her wishes in
order to access for them to make it available to us
PERSON Information
12. POWER WITHIN PERSON
• Based on the user’s skills and knowledge, which gain the
respect of others.
• When I have knowledge and skill that someone else
requires, then I have Expert power. This is a very
common form of power and is the basis for a very large
proportion of human collaboration, including most
companies where the principle of specialization allows
large and complex enterprises to be undertaken.
PERSON Expert
13. SUMMARY
Based on fear
Based on Iinks with important people
Based on rewards, pay, promotion, or
recognition
Based on position
Based on access to information
Based on personal traits
Based on the Ieader’s skill and
knowledge
COERCIVE POWER
CONNECTION POWER
REWARD POWER
LEGITIMATE POWER
INFORMATION POWER
REFERENT POWER
EXPERT POWER
POSITIONPERSON
14. KEY MESSAGE
Use full spectrum of your power.
Formal power goes within the position but
informal power goes within the person.
15. Do you have access to all spectrum of power?
Which one do you over use?
Which one you don´t use at all?
What to know more: contact us
http://www.develor.sk/
Editor's Notes
Position power: Derived from top management and is delegated down the chain of command.
Personal power: Derived from the follower based on the individual’s behaviour.
Coercive:
Based on fear.
Involves threats and/or punishment to influence compliance.
Followers believe that failure to comply will lead to punishments.
This is the power to force someone to do something against their will. It is often physical although other threats may be used. It is the power of dictators, despots and bullies. Coercion can result in physical harm, although its principal goal is compliance. Demonstrations of harm are often used to illustrate what will happen if compliance is not gained.
Coercion is also the ultimate power of all governments. Although it is often seen as negative, it is also used to keep the peace. Parents coerce young children who know no better. A person holds back their friend who is about to step out in front of a car.
Other forms of power can also be used in coercive ways, such as when a reward or expertise is withheld or referent power is used to threaten social exclusion.
A common trap that people in such roles can fall into is to forget that people are obeying the position, not them. When they either fall from power or move onto other things, it can be a puzzling surprise that people who used to fawn at your feet no long do so.
Connection:
Based on the leader’s “connections” with influential or important persons inside or outside the organization.
Based on the user’s relationship with influential people.
Induces compliance because others aim at gaining favour.
When an individual has a connection with someone important or powerful, they are said to possess the power of connection and may have substantial influence on others despite them not directly having any other forms of power. If you are connected to the manager of the organisation, your workmates give you “respect”. It is also common with political connections especially in those parastatal organisations that have (had?) very high political aroma.
Reward Power
Based on the user’s ability to influence others with something of value to them.
In this case the leader has the ability to provide rewards for other people.
One of the main reasons we work is for the money we need to conduct our lives. There are many more forms of reward -- in fact anything we find desirable can be a reward, from a million dollar yacht to a pat on the back.
Reward power is thus the ability to give other people what they want, and hence ask them to do things for you in exchange.
Rewards can also be used to punish, such as when they are withheld. The promise is essentially the same: do this and you will get that.
Legitimate Power
Based on the user’s position power given by the organisation, the position held by the leader.
The power of the leader is accepted by those who are the power is aimed at.
The higher the position, the more legitimate power a leader will gain from the position.
Legitimate power is that which is invested in a role. Kings, policemen and managers all have legitimate power if the others accept their role. The legitimacy may come from a higher power. Legitimate power can often thus be the acceptable face of raw power.
Referent Power
Based on the user’s personal power relationship with others and the leader’s personal traits.
Leaders scoring high referent power are generally liked and admired.
This is the power from another person liking you or wanting to be like you. It is the power of charisma and fame and is wielded by all celebrities (by definition) as well as more local social leaders. In wanting to be like these people, we stand near them, hoping some of the charisma will rub off onto us.
Those with referent power can also use it for coercion. One of the things we fear most is social exclusion, and all it takes is a word from a social leader for us to be shunned by others in the group.
Information Power
Based on the leader’s possession of information that is perceived as valuable.
Based on data desired by others.
We may be looking for some information, which another person has or has access to, and that information is may be so valuable to our own job or success. The person having that information may influence our behaviour in the sense we have to comply with his or her wishes in order to access for them to make it available to us. The dynamics around the campaign on the Information Access Bill by the media in Malawi is centred on this source of power. Within organisations it also happens a lot. Others struggle to know whether their loan has been approved or not because the accounts clerk or accountant isn’t just making the information readily available!
Expert Power
Based on the user’s skills and knowledge, which gain the respect of others.
When I have knowledge and skill that someone else requires, then I have Expert power. This is a very common form of power and is the basis for a very large proportion of human collaboration, including most companies where the principle of specialization allows large and complex enterprises to be undertaken.
Expert power is that which is used by Trades Unions when they encourage their members to strike for better pay or working conditions. It is also the power of the specialist R&D Engineer when they threaten to leave unless they get an exorbitant pay rise or a seat by the window.
Coercion is also the ultimate power of all governments. Although it is often seen as negative, it is also used to keep the peace. Parents coerce young children who know no better. A person holds back their friend who is about to step out in front of a car.
Other forms of power can also be used in coercive ways, such as when a reward or expertise is withheld or referent power is used to threaten social exclusion.
A common trap that people in such roles can fall into is to forget that people are obeying the position, not them. When they either fall from power or move onto other things, it can be a puzzling surprise that people who used to fawn at your feet no long do so.
. The dynamics around the campaign on the Information Access Bill by the media in Malawi is centred on this source of power. Within organisations it also happens a lot. Others struggle to know whether their loan has been approved or not because the accounts clerk or accountant isn’t just making the information readily available!
Expert power is that which is used by Trades Unions when they encourage their members to strike for better pay or working conditions. It is also the power of the specialist R&D Engineer when they threaten to leave unless they get an exorbitant pay rise or a seat by the window.