...Power and Influence in the Workplace The Meaning of Power * Power is the capacity of a person, team or org to influence others * Not the act of changing someone’s attitudes or behaviors * Based on the target perception that the power holder controls * Involves the asymmetric dependence * Depends on some minimum level of trust * Trust indicates a level of expectation that the more powerful party will deliver the resource Sources of Power in Organizations * Legitimate Power * An agreement in orgs that people of certain roles can request a set of behaviors from others * Manager telling an employee what tasks to perform * Restrictions * Range in which power can be asked * Zone indifference (set of behaviors that individuals are willing to engage in at the other person’s request * Employees have this power over their bosses and coworkers through legal and administrative rights and informal norms * Norm of reciprocity: feeling of obligation to help someone who has helped them; informal rule of conduct we are expected to follow * Information Control: potent form of legitimate power * Information is a resource and those who need it depend on the gate keeper * Gate keepers gain power by selectively distributing information * Reward Power * A person’s ability to control the allocation of rewards valued by other to remove negative sanctions ...
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...Research Report Impact of Social Media on the Workplace By Abdul Asif 300817244 Rajdeep Kaur 300816572 Divyeshkumar Patel 300823773 Surya Chandu Sanaka 300831648 Sai Sravani Velaga 300829096 Submitted to: Prof. Phillip Alalibo GNED 219-071 Winter 2015 1. Introduction of Topic and Clarification of Research Statement “Our research topic is - The Impact of Social Media on the workplace and our research statement states that Social Media have a significant and positive impact on the workplace.” Social media is turning into an inevitable part of our society. It serves as medium to globally link people together, regardless of their physical location. Generally, people are using social media for various reasons, such as to share information, to get in touch with their loved ones, and to look for business colleagues...
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...Why Enron Failed By Suzy Bills In 2001, Americans were appalled to learn of the unethical practices carried out by leaders and other employees of Enron (as well as its accounting firm, Arthur Andersen). Enron used various methods of deception to appear more profitable than it really was, including through creating off-the-book entities to which Enron transferred its substantial debt (Jennings, 2005). While the company’s stock rose, so did its debt, and company leadership began using insider information and trading millions of dollars in company stock. When the scandal and impending bankruptcy were revealed, the company’s stock decreased from $90 to less than $1, a devastating hit to the financial market and numerous investors and employees (Betz, 2002). While the public was shocked at the numerous unethical financial practices, several organizational behavior theories, when applied to Enron, explain how such unethical activity could be permitted to take place. Chima (2005) describes organizational behavior as the result of the decisions of those who have obtained decision-making power, with the decisions reflecting the decision makers’ assessment of what is economically and politically beneficial for themselves and the company. Enron’s executives allowed themselves to be motivated much more by what would benefit themselves than what would truly benefit the company. The political model of organizational behavior describes this focus on self-interest (Chima, 2005). Money, greed...
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...Soft skills enhance your technical skills. © iStockphoto/peepo In almost all jobs, your people skills – also known as "soft skills" – have as much of an impact on your success as your technical skills. That's especially true when you're in a management or leadership role. The importance of having solid people skills transcends industry and profession; so, whether you lead people, aspire to lead people, or work within a team of professionals, you need to apply people skills to achieve your objectives. So, how good are your people skills? Take this short quiz to assess your current skill levels. Once you've answered these questions, we can then point you toward specific tools and resources that you can use to develop and improve this important area of competency. How Good Are Your People Skills? Take the online test below, and click the "Calculate my total" button at the foot of the test to assess your people skills. Instructions: For each statement, click the button in the column that best describes you. Please answer questions as you actually are (rather than how you think you should be), and don't worry if some questions seem to score in the 'wrong direction'. When you are finished, please click the 'Calculate My Total' button at the bottom of the test. Statement Not at all Rarely Some times Often Very Often 1 I make sure that I display the same standards of behavior that I expect from other people. 2 When providing feedback, I wait until...
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...MGMT20124 People, Work & Organisations Assignment item -2 Summary Report on Team Tutorial Presentations Submitted to: Tutor: Grace Phanathiroj Submitted by: Sarojinee Shrestha ( s0186644) Poramate Thaoputtha (Toni), (S0212876) Labish Gurung, (S0199186) Table of content: Meaning of power Source of Power Power and Information Contingencies of power Types of Influence Types of Influence Tactics Concequences of Influetion Tactics Meaning Of Power: Power is the capacity of person, team and organization to influence other. Power in the workplace has traditionally been defined as force, dominance, assertiveness, strength, invincibility and authority. Managers can no longer rely solely on the power of their position in the hierarchy to command and control their employees; because today’s leaner organizations depend on more fluid structures and collaborative processes. Effective management requires the ability to influence people in a variety of ways, across a range of organizational structures. Successful people in staff positions in the old organization model have always known that influencing skills are critical to making things happen. To influence others to do something we want them to do, the first place most of us go is logic. That would be fine if people decided what to do base only on logic. But of course, people are more complicated – they have emotions, and they are frequently not aware of how much they rely on emotion to make...
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...4DEP Level 3 – Kristen Landau A50445 CIPD Membership 45017870 Activity 1 Write a report in which you: Briefly summarise the HRPM (i.e. the 2 core professional areas, the remaining professional areas, the bands and the behaviours) The CIPD HR Profession Map sets out the activities, knowledge, behaviours and standards required for HR professionals to be successful in the workplace. The profession map can be used for personal and professional development. The map is set out in to three different sections which include ten professional areas, which are divided into four bands of professional competence and also includes 8 different behaviour styles. The 10 Professional areas: 1) Insights, strategy and solutions 2) Leading HR 3) Organisation Design 4) Organisation Development 5) Resourcing and Talent planning 6) Learning and Development 7) Performance and Reward 8) Employee Engagement 9) Employee Relations 10) Service Delivery & Information This describes what you need to do (the activities) and what you need to know for each area of HR profession at four bands of professional competence, as well as outlining the behaviours that you need to display when carrying out the activities. Two of these are considered the core professional areas Leading HR and Insights Strategy and Solutions. Leading HR acts as a role model leader which maximises the contribution that HR makes throughout the organisation. Insights Strategy...
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...Developing Yourself as an Effective Human Resources Practitioner Activity 1 This is a brief summary of the Human Resources Professional Map: Professional Areas Insights, strategy & solutions: The two professional areas insights, strategy & solutions & leading HR are the core of the profession & apply to all HR professionals regardless of role, location or stage of career: be it inside an organisation or working within them. They’re the foundation of the profession as an applied discipline & describe how HR professionals work for HR’s purpose – supporting organisation performance- to be made real by using insights to create HR strategies & deliver solutions that remain, taking people with them & staying active & innotive. Develops actionable insights & solutions, prioritised & tailored around a deep understanding of business, contextual & organisational. Leading HR: Provides active, insight-led leadership: owning, shaping & driving themselves, others, & activity in the organisation. Service delivery & information: Ensures that HR services & information are delivered effectively, efficiently, accurate, timely & cost effective & that human resource data is managed professionally. Organisation design: Ensures that the organisation is correctly designed to deliver organisation...
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...Adoption Guide Empower people. Preface People are continually changing the way they connect with each other in their personal and professional lives. Within the world of work, people’s expectations of how they should be able to collaborate to get things done are in a state of continual evolution, accelerated by the consumerization of IT. SharePoint and Yammer offer your organization a new way of getting work done – a way of being more connected, collaborative and structured in how your people communicate in their day to day work. But it can only be that if you take the people in your organization on that journey with you. When you do, the value of effective Microsoft Corporation August 2013 Applies to: Office 365 | SharePoint 2013 | SharePoint Online Summary: Adoption of new technologies at work, like SharePoint, won’t happen all at once. In this book, learn how to craft an effective plan, aligned with business goals, that will demonstrate how SharePoint will benefit business people personally, how it will make their job easier, and how it will address the pain points they experience at work. By taking a planned, phased approach, you can ensure successful adoption by using the best practices obtained by the SharePoint User Adoption Research from Microsoft, and from customers and partners who are successful at driving SharePoint adoption. ©2013 Microsoft Corporation. All rights reserved. This document is provided “as-is.” Information and views expressed in this document...
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...The CIPD Profession Map 4–7 The design principles and architecture of the Profession Map 4 Bands and transitions 6 Professional areas 8–46 Professional area definitions 9 1 Insights, strategy and solutions 10 2 Leading HR 14 3 Organisation design 17 4 Organisation development 20 5 Resourcing and talent planning 23 6 Learning and development 26 7 Performance and reward 30 8 Employee engagement 33 9 Employee relations 36 39 10 Service delivery and information Behaviours 42–51 The Profession Map behaviours 43 Curious 44 Decisive thinker 45 Skilled influencer 46 Personally credible 47 Collaborative 48 Driven to deliver 49 Courage to challenge 50 Role model 51 1 Profession Map – Our Professional Standards V2.4 Introduction The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession Based on research and collaboration with organisations around the world, and continuously...
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...The CIPD Profession Map Our Professional Standards The CIPD Profession Map Our Professional Standards Contents Introduction The CIPD Profession Map The design principles and architecture of the Profession Map Bands and transitions Professional areas Professional area definitions 1 Insights, strategy and solutions 2 Leading HR 3 Organisation design 4 Organisation development 5 Resourcing and talent planning 6 Learning and development 7 Performance and reward 8 Employee engagement 9 Employee relations 10 Service delivery and information Behaviours The Profession Map behaviours Curious Decisive thinker Skilled influencer Personally credible Collaborative Driven to deliver Courage to challenge Role model 2 4–7 4 6 8–46 9 10 14 17 20 23 26 30 33 36 39 42–51 43 44 45 46 47 48 49 50 51 1 Profession Map – Our Professional Standards V2.4 INTRODUCTION Introduction DESIGN AND ARCHITECTURE The CIPD Profession Map sets out standards for HR professionals around the world: the activities, knowledge and behaviours needed for success. Use the standards in the CIPD Profession Map for you and your organisation to: • define great HR • diagnose areas of success and improvement • build HR capability • recognise achievement through professional qualifications and membership. By the profession, for the profession BANDS AND TRANSITIONS Based on research and collaboration with organisations around the world, and continuously reviewed and updated with our research...
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...Entry Strategy Australia has nearly 1,200 franchise systems, with more franchising outlets per capita than the United States, and has been referred to as the “Franchising Capital of the World”. For many Australians, owning and operating their own business is a lifelong dream, and franchising is a relatively low-risk way to achieve this goal. This form of business is fast-growing, and more than 400,000 Australians are employed as a result of franchising (Vucic). Since 2010, franchising has grown by 15%, which can be attributed to the enactment of specific and compulsory legislation that governs franchise relationships (Baybridge). There are different forms of foreign franchising in this Australia; however, we believe direct franchising is the best option because it provides ultimate control of the franchise network as the two parties involved will have a direct relationship. It also allows for the direct supply of products or allowances made to source own supply. Cultural barriers will have to be worked out to provide adequate training and a third party advisor can help with local customs and commercial practices (Baybridge). Australia has many channels of support for this form of business as more and more companies emerge that aide in franchisee training, franchise system development, public relations and marketing (Vusic). The Franchise Council of Australia provides key aspects of franchise decision making, management, and practices from experts in their field (FCA). ...
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...THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL by Julie A. Paleen Aronow A Research Paper Submitted in Partial Fulfillment of the Requirements for Master of Science Degree in Training and Development Approved: 4 Semester Credits Dr. Kat Lui The Graduate College University of Wisconsin – Stout May, 2004 ii The Graduate School University of Wisconsin – Stout Menomonie, WI 54751 ABSTRACT Aronow Julie Ann Paleen ________________________________________________________________________ (Last Name) (First) (Middle) THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL ________________________________________________________________________ (Title) Training and Development Dr. Kat Lui May 2004 65 ________________________________________________________________________ (Graduate Major) (Research Advisor) (Month/Year) (No. of Pages) American Psychological Association, 5th Edition ________________________________________________________________________ (Name of Style Manual Used in this Study) The coveted epicenter for the contemporary human resource professional is partnering with other internal business leaders to fulfill the organization’s mission through sound and ethical business principles and human resource practices. Over three decades, the discipline has matured into one that includes transactional practices along side the more sophisticated organizational development...
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...1900-1945 1946-1964 1965-1980 Current Age Famous People # 63-86 Bob Dole, Elizabeth Taylor 44-62 Bill Clinton, Meryl Streep 28-43 Barak Obama, Jennifer Lopez (1977-1994) 1981-2000 8-27 Ashton Kutcher, Serena Williams 51 Million Gen X, Xers, The Doer, Post Boomers, 13th Generation Civil Rights, Vietnam War, Sexual Revolution, Cold War/Russia, Space Travel Highest divorce rate and 2nd marriages in history. Watergate, Energy Crisis, Dual Income families and single parents, First Generation of Latchkey Kids, Y2K, Energy Crisis, Activism, Corp. Downsizing, End of Cold War, Mom’s work, Increase divorce rate. Experienced hard times while growing up which were followed by times of prosperity. Influencers 80 Million “Me” Generation, Moral Authority Raised by parents that just survived the Great Depression. Other Names Veterans, Silent, Moral Authority, Radio Babies, The Forgotten Generation WWII, Korean War, Great Depression, New Deal, Rise on Corporations, Space Age, Post War Babies who grew up to be radicals of the 70’s and yuppies of the 80’s. “The American Dream” was promised to them as children and they pursue it. As a result they are seen as being greedy, materialistic and ambitious. Their perceptions are shaped by growing up having to take care of themselves early and watching their politicians lie and their parents get laid off. Came of age when USA was losing its status as the most powerful...
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...MCM -116 : Marketing Management Session – 4 MARKETING QUOTE “The problem is that once a consumer has bought someone else’s story and believes that lie, persuading the consumer to switch is the same as persuading him to admit he was wrong. And people hate admitting that they’re wrong.” …Seth Godin: on consumer behaviour in marketing TOPICS • Human Motivation • Consumer Buying Behaviour • Consumer Buying Roles • Consumer Buying Process • Types of Buying Behaviour MOTIVES A need becomes a motive when it is aroused to a sufficient level of intensity to drive us to act. Motivation has both, direction and intensity. Direction means selecting one goal over another, intensity is the vigor with which we pursue that goal. Human Motivation Motivation can be defined as "psychological forces that determine the direction of a person's behaviour, a person's level of effort, and a person's level of persistence." Other authors define motivation as "processes that account for an individual's intensity, direction, and persistence of efforts towards attaining a goal". For consumer analysis and designing marketing strategies, three basic motivation theories are of interest to marketers: • MASLOW’s THEORY • HERZBERG’s THEORY • FREUD’s THEORY In 1943, Abraham Maslow, an American Psychologist and Professor stated that:• Human needs are arranged in a hierarchy from most to least important. • People will try to satisfy their most important needs first. • Till a lower need is satisfied a person will not...
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...ENHANCING STUDENT EMPLOYABILITY: Higher Education and Workforce Development Ninth Quality in Higher Education International Seminar in collaboration with ESECT and The Independent. Birmingham 27th-28th January 2005 The Competencies for Next Generation Employability Eamonn McQuade, Deirdre Hogan, John O’Donoghue, Theresa Maguire, Eamonn Murphy. Programme for the University Industry Interface, University of Limerick Conference Theme 3: Working with employers Abstract It is generally accepted that employees will need to broaden their knowledge, skills and competencies through a lifetime of learning if they are to remain employable, and if enterprises are to maintain their competitiveness in a knowledge-based global economy. However, identifying and developing skills and competencies for next generation employability in Ireland is a challenging task. The Programme for University Industry Interface (PUII) is an action research project, established in 2003, to determine the skills and competencies required by Irish Industry and to develop learning models that will facilitate their delivery. This paper presents the outcomes of an action research methodology based on a Community of Practice model (COP), which addressed the issues surrounding competencies for next generation employability. It proposes a competency framework which integrates the four key categories of skills: Business, Technical, Interpersonal, Intrapersonal, and presents a set of recommendations...
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