TAILIEUCHUNG - Ebook Organizations - Behavior, structure, processes (14th edition): Part 2

(BQ) Part 2 book "Organizations - Behavior, structure, processes" has contents: Power and politics; leadership - Emerging perspectives; work design; organization structure; managing communication; decision making; managing organizational change and learning. | Page 290 03/02/11 12:57 PM user-f494 /208/MHBR213/gib12664_disk1of1/0078112664/gib12664_pagefiles C H A P T E R T E N Power and Politics Learning Objectives After completing Chapter 10, you should be able to Understand The difference between power and authority. Describe The five interpersonal power bases. Discuss How subunits within an organization acquire and use power. Identify When an individual is using impression management tactics. Comprehend The reasons perceived authority can influence a person’s behavior. 290 Page 291 03/02/11 12:57 PM user-f494 /208/MHBR213/gib12664_disk1of1/0078112664/gib12664_pagefiles Chapter 10 Power and Politics 291 The Personal Power of Great Business Leaders Great leaders have one thing in common: they realize that having a vision is not enough to achieve the kinds of revolutionary and large-scale ideas they dream of. To make things happen and to influence others, great leaders need to be passionate about their vision and have the personal power to enact it. For example, such business leaders as Warren Buffet of Berkshire Hathaway, Michael Dell of Dell Computer, Meg Whitman of eBay, Sir Richard Branson of Virgin Atlantic Airways, Oprah Winfrey of Harpo Productions, Steve Chen and Chad Hurley of YouTube, Jeff Bezos of , Jack Dorsey of Twitter, Henry Ford of Ford Motors, Katharine Graham of The Washington Post, and Sam Walton of Walmart had strong visions of what could be. They were able to make their visions into reality because they had acquired and used the necessary power to do so. Great leaders make things happen by utilizing four different types of personal power. These include the power to Overcome resistance to change. Mobilize resources in the required direction. Manage their own ambitions so they don’t lose perspective in the process of leading. These areas of power can come from a variety of .

• Kỹ năng quản lý
• Managing organizational
• Decision making
• Managing communication
• Organization structure
• Work design
• Emerging perspectives
• Organizational behavior
• Lecture Organizational behavior
• Managing people
• Organizational effectiveness
• Managing change
• Organizational learning
• Managing conflict
• Communicating effectively
• Organizational structure
• Managing organizational change
• Functional conflict
• Social perception
• Managing diversity
• Participative management
• Organizational politics
• Organizational culture
• Socialization tactics
• The digital age
• Leadership effectiveness
• Organizational design
• Individual differences
• Rewards influence behavior
• Managing employee behavior
• Managing organizational behavior
• Leaders and leadership
• Ethical behavior
• Managing individual stress
• Organizational behavior theory
• Leading self
• Living intentionally
• Managing stress
• Effective groups
• Group behavior
• Making decisions
• Evidence based decision making
• Communication process
• Interpersonal communication
• Behavioral styles theory
• Situational theories
• Designing effective organizations
• Open system
• Individual behavior in organizations
• Organizational processes
• Workforce demographics
• Project GLOBE
• Managing across cultures
• International OB
• External forces
• Human relations movement
• Contingency approach
• Developing global managers
• Core Self Evaluations
• Personality dynamics