(See related pages)
|
|
|
Explain why power and influence are necessary to get things done in organizations. Interdependent relationships between managers (power holders) and employees exist in organizations and require power influences of both parties to achieve effective organizational goals. Power involves influential potential of a person (usually a superior), team or organization over others in achieving certain outcomes. Countervailing power involves power that subordinates have over superiors through actions such as, silently working less in protest to an unjust perception. Thus, management (superiors) needs employees to achieve organizational goals, while employees need management’s power to attain personal goals. |
|
|
|
Identify the main sources of managerial power. Managerial power can come from formal hierarchical positions or legitimate power, possession of expertise, control over information, networks of allies, and individual attributes. |
|
|
|
Discuss the contingencies that influence the magnitude of a manager's power. Contingencies of power are conditions that determine the extent to which people can leverage their power in influencing the organizational environment. The lack of alternatives, a monopolistic condition, creates the substitutability factor. Additionally, the centrality factor (interdependence between the power holder and others), discretion factor (the freedom to exercise judgment), and the visibility factor (extent to which the power holder is known to others) are all contingency of power conditions. |
|
|
|
Outline the various tactics managers can pursue to increase their influence in an organization. Organizational outcomes can be deliberately shaped by exerting various tactics such as appealing to higher authorities, influencing by silent authority, applying assertiveness, building networks, utilizing exchange practices, forming coalitions, producing ingratiation, establishing impression management, persuading, and utilizing information control. |
|
|
|
Describe what a manager can do to increase the chance of negotiating effectively. A manager can achieve a desired outcome that is close to the target point by effectively arranging the negotiation at the right time and place (situational factors), by accumulating and using power (power and negotiation factors), and by applying the right behavior for the situation (behavioral factors). |