...doing what is right often can tarnish relationships and cause rift. There are those who are lost in the minefield of power and politics, some of these managers suffer not only a career crisis, often they fall on their sword in an act of career suicide. Managing the delicate balance of politics, power and influence can ensure that the manager survives their trip through the minefield. What can influence the way a manager or supervisor navigates this minefield, besides experiencing it firsthand, learning about the short comings of other managers and supervisors who share their story. During the course of the project, Tom Green and his experience at Dynamic Displays is a case study in which a student can see how to better apply power and influence to navigate the workplace and a chosen career. Where did the power players of Dynamic Displays appropriately use and miss use power and information? The Problem No two people are alike; Davis expected his replacement to be as much like he was and use his style when Green took on the promotion. It appears as though Green does everything but the expectations that Davis envisions; however, it is not evident that Davis ever clearly laid out the expectations to the subordinate. Davis having held this position prior to Green’s promotion, had expert power from his experience, skills and knowledge (French & Raven, 1959). With his experience from working many years in Green’s...
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...Abstract In this paper I will discuss my influence, power and leadership styles by using the concepts and theories as they relate to the study in the class. I then discuss the encounters, which I face directly or indirectly within my present or past employment. Lastly, I will discuss how will I use my personal experiences, along with what I have learned about motivating and leading others, in the future. Describe your own styles of influence, power, and leadership utilizing the concepts and theories presented in the text and video lectures. I am very much influenced by McClelland’s theory, which clearly states that regardless of our gender, culture, or age, we all have three motivating drivers, and one of these will be our dominant motivating driver. This dominant motivator is largely dependent on our culture and life experiences. This theory helps me structure my motivation and my well being. I use the following characteristics: Achievement | * Building a strong need to set and accomplish challenging goals. * I take calculated risks to accomplish my goals. * I like to receive regular feedback on my progress and achievements. | Affiliation | * Wanting to belong to the group. * We all want to be liked. Favors collaboration over competition. | Power | * I may desire to control and influence others. * I would like to win arguments. * I do enjoy competition and winning. * I would like to enjoy status and recognition. | As far as power is concerned. I...
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...development plans as a basis for continuing professional development. Whereas, reflective reasoning is where a nurse can apply learning and insights of others into their own work. In nursing courses students learn through lecture and discussion, which is the primary method for teaching theoretical principles, but when you add a more complete understanding of the relationship between theory and practice one may become a more competent nurse. Awareness of issues and analysis of knowledge and feelings are some stages that are involved in reflection but then identification and integration of new learning is needed as well. By consciously engaging in their own and others reflection it is believed that the level of professional interaction will improve. Motivation, one issue bound to crop up in ones work life, as well as leadership and of course managing conflict these are some issues when speaking of personal development. The ability to reflect upon us is a valuable part of human life, insisted Taylor (2000). Reflection and reflective practice are claimed to enhance professional development, link theory and practice, promote critical thinking, lead to self-awareness and understanding, empower practitioners and promote personal, social and political emancipation. According to Schon (1983), reflection in action is a more dynamic process of thinking about and coming to a core understanding of current professional practice at the time. “To be able to reflect one must step outside the...
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...development plans as a basis for continuing professional development. Whereas, reflective reasoning is where a nurse can apply learning and insights of others into their own work. In nursing courses students learn through lecture and discussion, which is the primary method for teaching theoretical principles, but when you add a more complete understanding of the relationship between theory and practice one may become a more competent nurse. Awareness of issues and analysis of knowledge and feelings are some stages that are involved in reflection but then identification and integration of new learning is needed as well. By consciously engaging in their own and others reflection it is believed that the level of professional interaction will improve. Motivation, one issue bound to crop up in ones work life, as well as leadership and of course managing conflict these are some issues when speaking of personal development. The ability to reflect upon us is a valuable part of human life, insisted Taylor (2000). Reflection and reflective practice are claimed to enhance professional development, link theory and practice, promote critical thinking, lead to self-awareness and understanding, empower practitioners and promote personal, social and political emancipation. According to Schon (1983), reflection in action is a more dynamic process of thinking about and coming to a core understanding of current professional practice at the time. “To be able to reflect one must step outside the experience...
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...Different Types of Charismatic Leadership Krissy Island Liberty University Author Note Krissy Island, Student in Health Care Management with a minor in Human Resources at Liberty University. Abstract This paper will defines the different types of Charismatic leadership, whether it is used by a man or a woman. It will explore nine different articles to give a full broad view of how important charisma is when leadership is being obtained. The main charismatic leadership type that will try to be achieved is “Referent Power”. This paper will also go on to show how in business leadership is built and maintained. Also, how many famous leaders are prime examples of these charismatic leadership styles. It will go through the most powerful religious leaders, powerful business, and political powerhouses. This paper will show how each one possesses referent power and charismatic qualities and how they influence our decisions today. This paper will show how people use their charisma in daily day to day task and not even know they are using it. Keywords: Leadership, Charisma, Referent power Different Types of Charismatic Leadership There are different types of charismatic leadership. Charismatic leadership has cause some to debate over such a type of leadership. Some think it is difficult to define, such as Max Weber; he has also seriously tried to address the magical aspects...
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...accomplishment of a common task" (Chemers, 2000, p. 27). This definition, along with other similar core definitions implies that interpersonal influence is an essential mechanism by which an effective leader enacts his or her leadership. My paper mainly focuses on summarizing the development and key concepts of influence tactics and also on how those theories could help interpret my previous experience. 1. Define Power and Influence 1) Power is the ability to bring about change in one’s psychological environment. Power means many different things to different people. For some, power is like corrupt. For others, the more power they have, the more successful they feel. For even others, power is of no interest at all. The theory of five bases of power was created by John French and Bertram Raven in the 1960’s through a study they had conducted on power in leadership roles. The five bases of power are divided in two categories: - Formal Power Coercive Coercive power is conveyed through fear of losing one’s job, being demoted, receiving a poor performance review, having prime projects taken away, etc. This power is gotten through threatening others. For example, the Sales Director threatens his staffs to meet the revenue target or get fired. Reward Reward power is conveyed through rewarding individuals for compliance with one’s wishes. This can be done through giving bonuses, raises, a promotion, extra vacation time, etc. For example, the supervisor...
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...WORKING PAPER Cultural Perceptions of Community Leadership and Participation in Health Improvement Efforts in Indonesia By J. Douglas Storey Linda C. Kenney Paper presented to the Intercultural/Development Communication and Health Communication Divisions of the International Communication Association 54th Annual Conference New Orleans, LA MAY 2004 The STARH (Sustaining Technical Achievements in Reproductive Health) Program is a fiveyear program funded by the U.S. Agency for International Development under Cooperative Agreement No. 497-A-00-00-00048-00, effective August 22, 2000. The program is implemented by Johns Hopkins Center for Communication Programs. Any part of this document may be reproduced or adapted to meet local needs without prior permission provided the material is made available free or at cost. Any commercial reproduction requires prior permission from STARH. Permission to reproduce materials, which cite a source other than STARH, must be obtained directly from the original source. The analysis and opinions expressed in this report are, unless otherwise stated, those of the authors, and are not necessarily endorsed by the STARH Program or any of its partners, or by USAID. This report is a STARH Working Paper. Working Papers are distributed to facilitate the use of data, create awareness of an issue, or to advice on a current policy issue. Working Papers are usually not finished products. Users are encouraged to check with STARH to see if the re...
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...Contents Table of Contents2 Introduction4 Expectancy Theory 12 A team is a set of people with a range of different skills that will ideally have objectives that contribute to the overall corporate strategy of the business (The times 100).13 13 Factors Promoting Development of Effective Teamwork in Organisations13 Communication14 Diversity14 Evaluation of the impact of Technology on organisations (LO 4.3) 14 Conclusion 14 Bibliography14 Guy’s and St Thomas Hospital17 John Lewis Partnership17 Organisational Culture18 CONCLUSION19 Bibliography19 Executive Summary This report is for the principal of City College, Mr Wakefield as they are preparing to take over Abbey College, a college that, due to recession, it went into administration. It will start with a comparison between different organisational structures and cultures and will continue with an explanation on how the relationship between structure and culture can impact performance in a company. I will discuss the factors which influence individual behavior at work. I will also compare the effectiveness of different leadership styles and will discuss the impact of these styles may have in organisations. I will continue with explaining how organizational theory underpins the practice of management and I will evaluate different approaches to management used by different organisations and will compare the application of different motivational theories within the workplace. I will also carry out an...
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...The Role of Power in Financial Statement Fraud Schemes Chad Albrecht • Daniel Holland • Ricardo Malaguen˜o • Simon Dolan • Shay Tzafrir Received: 24 June 2011 / Accepted: 12 December 2013 Springer Science+Business Media Dordrecht 2014 Abstract In this paper, we investigate a large-scale financial statement fraud to better understand the process by which individuals are recruited to participate in financial statement fraud schemes. The case reveals that perpetrators often use power to recruit others to participate in fraudulent acts. To illustrate how power is used, we propose a model, based upon the classical French and Raven taxonomy of power, that explains how one individual influences another individual to participate in financial statement fraud. We also provide propositions for future research. Keywords Financial statement fraud Organizational corruption Recruitment Collusion Power and influence Introduction In recent years, fraud and other forms of unethical behavior in organizations have received significant attention in the business ethics literature (Uddin and Gillet 2002; Elias 2002; Rockness and Rockness 2005; Robison and Santore 2011), investment circles (Pujas 2003; Albrecht et al. 2011), and regulator communities (Farber 2005; Ferrell and Ferrell 2011). Scandals at Enron, WorldCom, Xerox, Quest, Tyco, HealthSouth, and other companies created a loss of confidence in the integrity of the American business (Carson 2003) and even...
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...Assignment in Leadership 1. “Leaders are born not made” – Discuss your argument citing two leaders of your choice. 2. Compare and contrast the leadership styles of any two pairs listed below: a. Mahatma Gandhi and Jawaharlal Nehru b. JRD Tata and Dhirubhai Ambani c. Bill Gates (Microsoft) and Jack Welch (General Electric) 3. From the leaders cited in Question 2, discuss the following: a. How did their personality traits interact with situations to shape the outcomes b. Is there a commonality in the styles of leadership exhibited c. Are good and poor leadership, qualitatively different phenomena ------------------------------------------------------------------------------------------------------------- 1. Leaders are born not made Many people say leaders are made. This is the greatest delusion ever concocted by man. Any leader who is worth his salt is a born leader. Society presents circumstances that enable one to be fashioned or molded into a leader. That’s the greatest contribution of society to mankind – it identifies a leader from its surroundings. A distinction has to be made between true leaders and quack leaders. True leaders know that they are born for a purpose. Society is their laboratory. They experiment and display various leadership skills which benefit society as a whole. There are also true leaders who are a bane to society. They mask...
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...| |EVIDENCE | |LEARNING OUTCOME | | | | | |Learning Outcome 1 |Understand the relationship between organisational structure and culture |Report | |AC 1.1 |Compare and contrast different organisational structures and cultures | | |AC 1.2 |Explain how the relationship between an organisation’s structure and culture| | | |can impact on the performance of the business. | | |AC 1.3 |Discuss the factors which influence individual behaviour at work. | | | | | | | | | | | | |Learning Outcome 2 ...
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...w rP os t S 908C22 AN INTRODUCTORY NOTE ON MANAGING PEOPLE IN ORGANIZATIONS op yo Ann Frost and Lyn Purdy wrote this note solely to provide material for class discussion. The authors do not intend to provide legal, tax, accounting or other professional advice. Such advice should be obtained from a qualified professional. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ann Frost and Lyn Purdy 1 Version: (A)2008-10-21 tC The work of organizations is done through people. Elaborate structures, systems, rules, and reporting relationships do little more than provide guidance for such behaviour — they do not produce it. Eliciting the needed behaviour is the job of managers. Increasingly, firms are also dependent on more than mere compliance to the dictates of management. Rather, a firm’s competitive success rests on its ability to respond quickly and flexibly, to innovate, and to continually improve. To achieve success, the organization requires the commitment of its members...
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...function of a leader is to keep hope alive. (John W. Gardner)Nothing great was ever achieved without enthusiasm. (Ralph Waldo Emerson)Setting an example is not the main means of influencing another, it is the only means. (Albert Einstein) Collectively, these three short quotations capture some of the key characteristics of transformational leadership, a form of leadership argued by some (Simic, 1998) to match the Zeitgeist of the post-World War II era. Academic debate about the nature and effectiveness of transformational leadership has developed since key work on the topic emerged in the 1970s. This short paper sets out to provide summary answers to three main questions about transformational leadership. What is it? How is it applied? What are some of its key weaknesses? In the course of the discussion, the following pages also provide a brief background to the origins of transformational leadership theory and point quickly to a possible theoretical future for a transformed transformational leadership. Transformational Leadership TheoryAccording to Cox (2001), there are two basic categories of leadership: transactional and transformational. The distinction between transactional and transformational leadership was first made by Downton (1973, as cited in Barnett, McCormick & Conners, 2001) but the idea gained little currency until James McGregor Burns’ (1978) work on political leaders was published. Burns distinguished between ordinary (transactional) leaders, who exchanged...
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...and systems of management, Types of skills, roles and modern challenges. Management Planning Process. Managerial decision Making Introduction to Organizing Organizational Structure and Its Dimensions. Different Types of Organizational Design and Their Advantages and Disadvantages. Nature and types of control in organizations. Introduction to Controlling Controlling Techniques, Types and its advantages & disadvantages. Control Process and its constituents. Introduction to Human Resource Management HRM planning & steps in planning process. HRM process Recruitment, selection, Training and development. Performance Appraisal and issues in human resources Leadership concept and some leadership theories. Leadership theories. Leadership Models. Leadership Development and Motivation. Motivational theories Suggested Readings: 1. Harold Koontz & Heinz Weihrich, Essentials of Management, Tata McGraw Hill 2. Stoner, Freeman, Gilbert Jr., Management, Prentice Hall 3. Bhatt & Kumar, Principles of Management, Oxford Publications PRINCIPLES OF MANAGEMENT PRINCIPLES OF MANAGEMENT COURSE OVERVIEW Management is the organizational process that aids us in that many layers of management-particularly middle manage- creating a service or product from the raw materials we have at ment-are disappearing in modern organizations hand. It is the sum of the input processes that allow us to Managers, regardless of their particular job, generally all perform mold something useful from what otherwise is...
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...An Introduction to Organisational Behaviour for Managers and Engineers This page intentionally left blank An Introduction to Organisational Behaviour for Managers and Engineers A Group and Multicultural Approach First Edition Duncan Kitchin AMSTERDAM BOSTON HEIDELBERG LONDON NEW YORK OXFORD PARIS SAN DIEGO SAN FRANCISCO SINGAPORE SYDNEY TOKYO Butterworth-Heinemann is an imprint of Elsevier Butterworth-Heinemann is an imprint of Elsevier 30 Corporate Drive, Suite 400, Burlington, MA 01803, USA Linacre House, Jordan Hill, Oxford OX2 8DP, UK First edition 2010 Copyright Ó 2010 Duncan Kitchin. Published by Elsevier Ltd. All rights reserved. The right of Duncan Kitchin to be identified as the author of this work has been asserted in accordance with the Copyright, Designs and Patents Act 1988. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the publisher. Permissions may be sought directly from Elsevier’s Science & Technology Rights Department in Oxford, UK: phone: (þ44) 1865 843830, fax: (þ44) 1865 853333, E-mail: permissions@elsevier. com. You may also complete your request online via the Elsevier homepage (http://elsevier.com), by selecting ‘‘Support & Contact’’ then ‘‘Copyright and Permission’’ and then ‘‘Obtaining Permissions.’’ British Library Cataloguing in Publication...
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