TAILIEUCHUNG - Lecture Principles of Management: Chapter 15 - Charles W.L.Hill, Steven L. McShane

Chapter 15 - Managing through power, influence, and negotiation. The objectives of this chapter are: Explain why power and influence are necessary to get things done in organizations, identify the main sources of managerial power, discuss the contingencies that influence the magnitude of the manager’s power,. | Cover for Hill/McShane 1e goes here chapter 15 Managing Through Power, Influence, and Negotiation McGraw-Hill/Irwin Principles of Management © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. Learning Objectives Explain why power and influence are necessary to get things done in organizations. Identify the main sources of managerial power. Discuss the contingencies that influence the magnitude of the manager’s power. Outline the various tactics managers can pursue to increase their influence in an organization. Describe what a manager can do to increase the chance of negotiating effectively. Power Power – the potential of a person , team, or organization to require others to do certain things. Potential is emphasized because people may not have to exercise it in order to get things done A prerequisite – another person or group must believe that it is dependent on another person or group Countervailing power – power that subordinates have over their superiors Learning Objective 1: Explain why power and influence are necessary to get things done in organizations. See Text Page: 378 Question The possession of power always corrupts the power holder. Do you agree? Explain. See Learning Objective 1: Explain why power and influence are necessary to get things done in organizations. Question Students should be able argue against this position. It is not true for all. It is not the case of absolute power here. Organizational Power There’s no doubt that there are many greedy executives. Some are obsessed with money while others with power. But the lure of power attracts people who often prove to be extremely poor leaders. Those who amass the most power do not necessarily prove to be the best performers. Very many leaders are simply not effective in basic leadership tasks. According to one survey, between 30 and 40 percent of managers failed to give credit to their staff for work, criticized employees behind their back and even blamed them to cover up their own .

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• Principles of management
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