Sei sulla pagina 1di 4

Positional Power: Legitimate, Coercive, and managers have authority from position, they know they

Reward Power can reject or accept, they will comply

Managers require power to make things happen at 2. Reward Power


organizations. - extent to which manager can use rewards to influence
others
Power - managers have power to reward subordinates for
- a manager's ability to influence others their actions when behavior meets or exceeds
performance expectations
Ifluence - ex. of rewards: pay increases or bonuses, promotions,
- what managers have when they use power in such a more responsibility and autonomy, recognition and
way that it results in some behavioral response in praise
others - when kelly exceeds quota, give bonus,
acknowledgment
Effective managers understand how to use power to
influence org members to act accdg to their wishes ad
to put into place processes and procedures that work 3. Coercive Power
towards organizational goals - opposite of reward power
- used by managers to punish subordinates for not
SOURCES OF POWER meeting performance expectations
- or to deter subordinates from making decisions that
Organization will negatively affect the org
Positional Power - ex. reprimanding or criticizing, writing up or demoting
or firing, witholding pay increases or lowering salary,
Themselves denial of reward
Personal Power - threat of punishment is usually enough to influence
- can have power to recommend to boss to fire
Key is combination of positional and personal power someone

POSITIONAL POWER Subordinates react differently:


- most commonly recognized
- result of the manager's position within the Legitimate Power and Reward Power
organization - positive associations
- positive response, greater compliance
3 Main Bases of Positonal Power
1. Legitimate Power Coercive Power
- stems from manager's position w/in the organizatio - negative associations
and the authority that lies with that position - high degree of resistance
- subordinates acknowledge legitimate power that
comes from being in leadership position, believe

Management for New Managers: Staffing and - staff help line activities work efficiently and
How to Staf effectively (advising, coaching, providing resources so
Dr. SF Jeelani line can achieve objectives)
(ex. legal advisor, acctg, training, HR, MIS, product
Diference between line and staf management personnel and admin, etc)
activities/fuctions
Line managers direct the work of subordinates and
2 Distinct Types of Activities in an Organization make important decisions, while staff managers advise
those with line authority. Moreover, line managers are
1. Line Activities directly accountable for sales and production target
- activities that have a direct effect/impact on the achievement, whereas staff managers extend support
achievement of org objective (ex. sales, production) to help them achieve their goals.

A line position is directly involved in the day-to-day Video 5


operations of the organization, such as producing or
selling a product or service. Line positions are occupied Types of Internal Organizational Change:
by line personnel and line managers. Line personnel Structural, Strategic, People, and Process
carry out the primary activities of a business and are
considered essential to the basic functioning of the - mergers, restructuring, techological advancement,
organization. process enhancement, changing customer demand,
new peoduct line are common
Line managers make the majority of the decisions and
direct line personnel to achieve company goals. An - reason for change can be attributed to internal and
example of a line manager is a marketing executive. external environment

- FOCUS ON INTERNAL
2. Staff Activities -- CHANGES:
1.structural
- changes made the the org's structure that might stem 2. strategic
from internal or exteral factors and typically affect how - changes to the overall goals, purpose, strategy, or
the company is run mission of an orgaization, people, process changes
- include org's heirarchy, chain of command, mgmt
systems, job structure, administrative procedures - major upheaval to how they conduct business
- mergers and acquisitions, job duplication, changes in - external factors can place significant demand as to
the market, processes and policy changes how they conduct business/ rethink fundamental
- duplicate positions are eliminated approach to biz
- old procedures retired, new created - changes to products/services it offers, target market
- job fuction realigned to fit new company structure segment, how it distributes product, position in global
- structural change for change in market shit economy, partner
TEN LEADERSHIP THEORIES - leader must adapt
Michael Zigarelli - coaching girls(relational) vs. coaching boys
(disciplinarian)
"There's nothing so practical as a good theory"
Dr. Kurt Lewin 6. The Contingency Theory
- the situational leadership assumes situation is statc
1. The Great Man Theory and leader must adapt to it (leaderh should change) ,
- Great leaders are born not made contigency assumes leader default style is fixed
- U either have it or you dont (change the leader, fit the right leader to the situation)
- set of attributes that natural born leaders have in - "effective leadership is "contingent" on matching the
common leader's style to the setting
- it's true that leadership is learnable - install the right coach rather than hope the coach
- it's also true that some people inherently have more changing
leadership gifts - fit right people

2. The Trait Theory of Leadership 7. Transactional Leadership


- characteristics attributes to pursue to lead effectively - there's a reciprocity of behavior between leader and
- easy to understand, yet many follower
- people will follow based on incentives in place
3. The Skills Theory of Leadership - leader's job: find right mix of rewards and
- skills rather than just punishments
general qualities - and closely moitor what's going on
- if u want people to
follow u, you need to 8. Transformational Leadership
have technical skills in - quid pro quo X
your field - encouraging followers and inspiring them YAS
- u need to be good at - cultivate followership rather than payig for it or
what you're doig to punishing non-compliance (which trasactional leader
have more credibility does)
- people skills like
diplomacy 9. Leader- Member Exhange Theory
- conceptual skills that - leadership is a fair exchange between the leader and
ability to see big the led
picture, strategically - it goes further:it creates an in group and out group
with respect to the leader
4. The Style Theory of Leadership - parang HS, may 'in' crowd and then others, other
- leadership style: democratic, bureaucratic tend to get alienated
- The Managerial Grid- style based theory
-- be people friendly but insist on performance 10. Servant Leadership Theory
-- 2 behavioral dimesions: concern for people (team - blend between 7 and 8
needs, interest, development) and concern for results - if leader makes a priority of identifying and meeting
(efficiency, , accomplishing task needs, serving rather than being served, that leader
The Blake Mouton Managerial Grid creates an envi of trust, cooperation, reciprocal
service, higher performance
5. The Situational Leadership Theory - people follow out of love and gratitude rather than
- no one size fits all model out of compulsion or fear
- depends on situation

101 Outline Our motivations are interesting


Motivation: We are not that maipulable
- RSA Animate: Drive: The surprising truth about 1. if you reawrd something do you get more of the
what motivates us becavior you want
https://www.youtube.com/attribution_link? 2. if you punish something do you get less of the
a=OEfgbeEaOJI&u=%2Fwatch%3Fv%3Du6XAPnuFjJc becavior you want
%26feature%3Dshare
MIT study, ask people challenges
3 levels of rewards (match reward with what they did, - disruptive and at same time make work better place"
reard top performers, ignore non performers) - "put a dent in the universe"
what happends? --- make you get up, go to work
if only mech skills, bonuses work as expected We are purpose maximizers not only profit maximizers
if task called for rudimentary cognitive skill, a larger science shows that we care about mastery very very
reward led to poorer performance deeply
- we want to be self-directed
once you get avove rudimentary cognitive skill,
rewards dont work that way (seems left, socialist: BIG TAKEAWAY:
conspiracy = funded by Fed res Bank) - if we start treating people like people, and not
since fishy, repeat somewhere else assuming that they're simply horses, if we get past this
low perform - 2 weeks salary ideology of carrot and stick, we can build organizations
medium - 1 month salary and work lives that make us better off
high - 2 months salary and make the world a little bit better.

what happened
medium did no better than low DAN PINK: The surprising truth about moving
high did the worst others

for simple, straightforward task, incentives work WE ARE ALL IN SALES


whe task gets more complicated, it requires some
conceptual, creative thinking, motivators dont work Foundational qualities of being effective in persuading,
influencing, convincing, moving people
pay people enough to take the issue of money off the
table, they dont think about the money they think New ABCs:
about the work 1. Attunement
- perspective taking
3 Factors that science shows lead to better - Can you attune yourself to someone else, understand
performance and personal satisfaction their perspective
1. Autonomy - Increase your power by decreasing it
- desire to be self-directed, direct own lives
- traditional mgmt: mgmt is great if you want 2. Buoyancy
compliance - interrogative self-talk
- but if you want, engagement, self-direction is better - as a salesman, everyday, you face an ocean of
Example: rejection
- "for the next 24 hours" you can work on whatever you - bouyancy is how you stay afloat on that ocean of
what with whover, all we ask is show the results after rejection
24 hours" (at fun meeting) - questioning your ability is often more effective than
--- pure undiluted autonomy (24 hrs) led to many new pumpng yourself up
ideas. if traditional: to be innovative, innovation bonus - whatt do you do during a encounter?
(will not work) - Positivity actually works
- one day of autonomy produces things that never - Martin Seligman (UPenn): one predictor of people's
would have otherwise emerged success is how they explain their failure

2. Mastery 3. Clarity
- our urge to get better at stuff - we live in a world awash in information
- we like t get better at stuff - what gives you comparative advance is not access to
- thats why people play musical inst at weeksends infor but being able to curate that info, distil that info
- not paid but fun, satisfying when you get better and say "all of this is noise but this part is signal"
- highly skilled technical workers do another work for
free even if they already have jobs A: Can I understand someone else's point of view?
--WHY??? B: Can I remain resilient and buoyant in the face of
---challenge, mastery and making a contribution!! rejection?
C: Can I help someone make their way through this
3. Purpose murk of information and clarify it?

RISE OF "PURPOSE MOTIVE" Can I help someone identify problems they dont realise
- more and more orgs want some kind of transcendent they have
purpose Can I look for ways that this persson and I have
--partly bc it makes coming to work better, partly bc common ground so if we reach it we're both going to
that's the way to get better talent be better off?
-when the profit motive gets unmoored from the
purpose motive, bad things happen like crappy Way to do it more effectively is to just be a little bit
products, lame services, unispiring places to work more human
-when profit motive gets completely unhitched, people
dont do great things -----------------------------------------------------------------------------
whether profit or non-profit or both ----------
EXAMPLES
Secrets from the Science of Persuasion 4. Consistency
by RObert Cialdini and Steve Martin - people like to be consistence with the things they
previously said or done
Factors that influence us to say Yes to the request of - looking for, asking for commitments that can be
others made
- drive safely campaign
Consider available information xxx - initial commitment
loaded information so rule of thumb decision making - when seeking to influence using consistency principle,
na the detective of influece looks for voluntary, active,
and public commitments and ideally gets those
6 SHORTCUTS commitments in writing
1. Reciprocity - reduced missed appointments by 18% by making
- oligation to give when you receive patient themselves write appointment details on future
- people are obliged to give back behavior, gift or appointment card
service that they have received first 5. Liking
- social obligation - people prefer to say yes to those that they like
- likely to say yes - how will they like you??
- waiters giving gift or mint has influence on tip - 3 important factors:
- 1 mint, 3% inc tip 1. people who are similar to us
- 2 mint, 14% inc 2. people who pay us compliments
- "for u nice peeps, here's an extra mint" 23% 3. people who cooperate with us
- not just what but also HOW it was given -online negotiations:
- Be the first to give, it must be personalized and -- look for areas of similarity before negotiating, 90%
unexpected came to agreement
-genuine compliments before you get down to business
2. Scarcity
- people want more of those things there are less of 6. Consensus
- lesser concorde flight bc unecoomical but the next - people will look to the actions/behaviors of others to
day, sales increased determine their own
- people wanted it more - hotel bathrooms want guests to reuse towels
- Benefits + what's unique + what they stand to lose - benefits 35%
- say "75% of our guests reuse their towels, please do
3. Authority so as well" 26% rise
- people will follow the lead of credible knowledgeable - "75% of WHO HAVE STAYED IN THIS ROOM reuse their
experts towels" 33% increase
- phsyiotherapist display diploma - relying on our own ability to persuade others, we can
- it's important to sigal to others what makes you a point to what many others are already doing
credible knowledgeable authority before you make
your influence attempt employ in ethical manner
- realtor, introduce colleague credentials and expertise
first, "he has over 20 yrs of experience small practical, costless changes that lead to BIg
- 20% more appointments, 15% signed ontracts changes
- ethical and costless to implement

Potrebbero piacerti anche