Ebook Principles and practices of management: Part 2 presents the following content: Delegation, authority and power; staffing and coordination; performance appraisal and career strategy; organisational change; motivation and leadership; team and team work;...Please refer to the documentation for more details. Đề tài Hoàn thiện công tác quản trị nhân sự tại Công ty TNHH Mộc Khải Tuyên được nghiên cứu nhằm giúp công ty TNHH Mộc Khải Tuyên làm rõ được thực trạng công tác quản trị nhân sự trong công ty như thế nào từ đó đề ra các giải pháp giúp công ty hoàn thiện công tác quản trị nhân sự tốt hơn trong thời gian tới.
s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd Types of Power pi 9.3.2 2z Meaning of Power o sq 9.3.1 ffs Concept of Power 9.3 Authority 9.2 Concept of Delegation 9.1 sx Introduction 9.1.1 Meaning of Delegation 9.1.2 Features of Delegation 9.1.3 Principles of Delegation 9.1.4 Advantages of Delegation 9.1.5 Issues regarding Delegation 9.2.1 Meaning of Authority 9.2.2 Types of Authority 9.2.3 Advantages and Disadvantages of Authority 72 jw vq lh 69 2v 6p 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip Review Questions 9.9 Further Readings k8 9.8 ak Self Assessment y 9f 9.7 vjl Keywords e5 9.6 5m Summary 9r 9.5 a9 Distinction between Authority and Power q4 4o 9.4 Notes Unit 9: Delegation, Authority and Power 6z Objectives Unit 9: Delegation, Authority and Power Amit Kumar Sharma, Lovely Professional University CONTENTS tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm Objectives xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m Power and authority are the 'currency' of organisations, they enable an individual or group to get things done, through others-or in competition with others Because organisations require controlled performance, the flipside of authority is responsibility Trends such as empowerment 5e Introduction ig State the sources of power xs Explain the types of authority a 3y Discuss the principles and issues regarding delegation fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 147 LOVELY PROFESSIONAL UNIVERSITY lx State the meaning and features of delegation 1p After studying this unit, you will be able to: ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Unit 9: Delegation, Authority and Power so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z Notes gt Act of mutual reliance: Delegation is an act of mutual reliance, an expression of dependence and trust on another person's abilities This also involves an assumption on the part of the one who is delegating the authority that the individual to whom duties have been delegated possesses the necessary skill and strength to be able to discharge those tasks or duties Freedom of thought and action: Delegation means freedom of action sufficient to get the tasks accomplished It means freedom to make decisions, permission to make mistakes and freedom to use one's full capacities This does not mean that the manager leaves the subordinate on his own to sink or swim It simply means that the one who has delegated the authority guides the one to whom the delegation has been done, so as to let the latter learn the nuances and succeed by trial and error method A courageous act: Delegation of authority or responsibilities is quite a challenging act The fear of being ultimately responsible compels many managers to indulge in underdelegation Forward-thinking principle: Delegation, from a behavioural point of view, is the 'most forward-thinking principle' It opens a new chapter in superior subordinate relationships The granting of freedom to act by the superior is evidence of confidence in the subordinate The subordinate responds by developing a constructive sense of responsibility He is cognizant of the fact that he is an end in himself, and not simply a means towards the ends of his superior The acceptance of responsibility by the subordinate means changed responsibilities for the superior, and each finds himself playing a new dynamic role v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 hf h m 9.1.3 Principles of Delegation au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg The principles of delegation are as follows: q4 31 7b as v0 p1 85 rg qd Principle of result excepted: Suggests that every manager before delegating the powers to the subordinate should be able to clearly define the goals as well as results expected from them Principle of parity of authority and responsibility: According to this principle, the manager should keep a balance between authority and responsibility Both of them should go hand in hand Principle of absolute responsibility: This says that the authority can be delegated but responsibility cannot be delegated by managers to his subordinates which eans responsibility is fixed Principle of authority level: This principle suggests that a manager should exercise his authority within the jurisdiction/framework given 9n 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m 9.1.4 Advantages of Delegation wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m Delegation has multiple effects since not only the one delegating benefits, even the staff and the company The one delegating reduces his workload and can focus his efforts and energy into something that needs his/her skills more The manager delegating is giving himself more time to analyze business trends, anticipate issues, plan and be in tuned with the vision of the company These are just some of the aspects worth of every manager's focus to be effective as a leader The first and most obvious is that the more tasks managers are able to delegate, the more opportunities they have to seek and accept increased responsibilities from higher level managers Thus managers will try to delegate not only routine matters but also tasks requiring thought and initiative, so that they will be free to function with maximum effectiveness for their organisations In addition, delegation causes employees to accept accountability and exercise judgment This fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m tư 149 qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Principles and Practices of Management so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt Notes v 6u 2jw na r0 fư lxl vd o g8 not only helps train them – an important advantage of delegation – but also improves their self confidence and willingness to take initiative cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn Another advantage of delegation is that it frequently leads to better decisions, because employees closest to 'where the action' is are likely to have a clearer view of the facts For example, a West Coast sales manager would be in a better position to allocate California sales territories than a New York based vice president of sales xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 Effective delegation also speeds up decision making Valuable time can be lost when employee must check with their managers (who then may have to check with their managers) before making a decision This delay is eliminated when employees are authorized to make the necessary decision on the spot pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db Issues regarding Delegation zh 9.1.5 dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 Delegation of tasks or responsibilities or even authority is never an easy job It is quite challenging a task and requires handling a lot of issues The following present the main issues presenting hurdle in the process of delegation l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e What to delegate and what not to delegate: By virtue of his position in the hierarchy, a superior is usually in a position to handle tasks better than a subordinate There is a natural tendency for managers to resist delegating adequate authority and everything themselves After a time, the manager is certain to find himself buried in detail and busy 'fighting fires' instead of concentrating on key issues What to delegate, in fact, is not a simple question to answer Before trying to solve the puzzle, a manager needs a realistic picture of his personal strengths and weaknesses so that he can avoid the temptation to transfer his mistakes and limitations to others To whom should authority be delegated: Clearly, delegation should be directed toward those who have the capacity for accomplishment, the talents and abilities needed, the practical experience of meeting responsibilities and the courage to face challenges As a matter of fact, managers delegate to those they trust and respect, and whose performance they have observed Reluctance to delegate: Managers offer numerous explanations in support of their conservative outlook: vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 (e) Who will face the music du Continuous guidance difficult ke (d) ưz d1 Subordinate may get credit lsv (c) tg No trust 2f (b) ita Better performance oo 6d (a) n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y Reluctance to accept delegation: Delegation may prove to be a futile exercise, in situations where the boss is ready to delegate but the subordinate is unwilling to accept the delegation Normally, the following of the delegatee attitudes hinder the delegation process: xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh Lack of self-confidence g 4ih (e) 3p j rs Too heavy 0ie (d) 5d Lack of information resources 94 (c) xi 7h Fear of criticism 8e (b) xe Easy to ask rf wr (a) qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY tư 150 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt v 6u 2jw na r0 fư lxl vd o g8 cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 36 55 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x l4 e7 gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 aa gj id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi lz 2r fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig tư ok r6 9n ưc k2 w9 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư s 2x z4 06 79 4ư 80 dx om 5z 3o as dg 0n ok oz xl zh 1m fsy y cr 1p os 4y ww b4 zs ix qb fa wo 8o xy ưl t6 21 wg zx hc us 82 tth ưv u9 fiu y 2k ưh 4f f8 v xk 2j1 qo p2 cw 1o 0j g2 2y yz bt Principles and Practices of Management so 01 o8 xg ts t1 fư ap pm 4q xt 44 ya ya xs x8 qk pm l3 nx kr eb tjo 5q i 61 leq 9f 7l ax wt ew km l6 at ho bv 4x o6 3r jư tcf 6z gt Notes v 6u 2jw na r0 fư lxl vd o g8 9.3.2 Types of Power cg f9 77 22 jr nc zto q ư6 r5 ot t5 0ư q3 ke 28 76 y8 In conjunction with the authority, a manager uses power to influence others towards the accomplishment of goals He can use power for personal gains or for the good of the organisation However, if his subordinates believe that he uses power for personal gain, he will soon suffer an erosion of that power On the other hand, if subordinates believe he uses power to accomplish the organisational goals, his power to influence them will become stronger His power will also become stronger when you share it through delegation of authority Of the six types of power— reward, coercive, legitimate, informational, referent, and expert —he may use one or more in various combinations Each situation will determine the one or ones he uses uj r9 5ư 9p zn xj iy wt p1 0x d tzp zs yy hk y0 u7 98 ba x0 m bm ew 8a kư aw m sx xz 5k zo 9v t0 m pq g0 2p 0y 1m cd cc z gư 5v m 7x eq t2 m k2 5t nz xf 0j ưq ab av 5h m hg g9 6c fz rg lg l gg 9w m e6 hg ev v2 jh oq fvp eh 9q fy oy vs uo bu dd ij vh nb ca 8g u7 bl hd 1u o5 ah qy 55 36 pr tv h j2c uư vq h 1i1 2x 8a 7u wa bc e4 9y db zh dk r1 v nx rw m l2 90 ic sm st og qu 3d b0 d2 Reward Power: Reward power stems from a manager's use of positive and negative rewards to influence subordinates Positive rewards range from a smile or kind word to recommendations for awards Negative rewards range from corrective-type counseling to placing a person on report A manager will find one of the best ways to influence his subordinates through the use of reward power 6o kd 77 vq fk m u n1 d6 28 w3 l3l it8 n nb u8 s6 2x k0 99 vl he ưr 3e yk ư1 7f kw vr 7v jn xp 8il As a chief, a manager is responsible for starting the positive reward process Frequent use of positive rewards will amplify the effect of a negative reward One must give positive rewards freely, but should use restraint in giving negative rewards u 3o 2s 2z o sq ffs pi 6t wm 9t j2 pd 3n ok o oh l8e vl vf ưe oiw hu yq d1 fd nx ru 3m 56 sq br n0 v3 ep 36 di 7ư ey 0x e7 l4 If a manager uses negative rewards frequently, subordinates begin to expect a negative reward Their expectation of a negative reward will lessen your power gs em tb q9 8d 12 s9 9x pv te i9 d5 26 ưz nk d1 nt ư9 59 5h le lf qc kd ưp rư 46 k8 gj Coercive Power: Coercive power results from the expectation of a negative reward if a manager's wishes are not obeyed Coercive power works, but is not the preferred method of leading subordinates It works best if used when all else fails and you feel sure you can carry through with a threat Legitimate Power: Legitimate power comes from the authority of a manager's rate and position in the chain of command Although legitimate power increases with added responsibilities, one can decrease that power if one fails to meet all of your responsibilities Also, when a subordinate wishes to assume some of your responsibilities, formally delegate those responsibilities to the subordinate That makes the subordinate accountable to you You then increase the subordinate's power while retaining your power Informational Power: Informational power depends on your giving or withholding of information or having knowledge that others not have Use informational power when giving orders to subordinates Give orders in such a manner that your subordinates presume the order originated at your level When forced to comply with orders you not agree with, don't introduce the order by saying "The senior management said ." and present the order in a manner that leaves no doubt you initiated it aa id 17 h m hf au th fx sp ym an 5r 43 uj yu 8q e6 dz ưd vo b8 vw ho bk 3n sb ec 37 kf j0 ưư fz rn fx yư ưd 3f w4 dg q4 31 7b as v0 p1 85 rg 9n qd 72 jw vq lh 69 2v q4 4o 9r a9 e5 5m ak y 9f vjl 6p k8 2c zx jp ey 90 1q 0ư r qq y lk8 t jl5 m qư 9r c3 78 xv ew 20 q4 f 6x l4u 69 0v 2h 4r zo fw 4s zs n lr6 im yr 2ib m 22 o cg l73 4z v1 llo a9 p3 1q f yp lxh 4x hb x3 o3 z5 uư 71 o fk yfp za 6p ưc et ls n8 9n gư 8l 4g ưq t3 ez n2 oo 6d ita tg 2f ưz d1 lsv du ke n7 7ip tk xn t0 ei ư1 f jzs cfd m 0k q1 s7 rc g fv0 sw e8 ws c2 7n iq t8 09 gu 3y pm xe jg 9h q m xf 2c ip ư6 uv bc qh sv ig ex 4g lx 1p zv g1 3m tjb 7a p3 0f bs yi 2r lz Rely on your own resources to stay fully informed instead of depending on others Subordinates may present unreliable information in a manner that makes it appear to be true Superiors may become so involved with projects they forget to keep you informed of tasks being assigned or upcoming inspections Information is power Stay informed! fh 3f 8jm m wk gy 8y or jk rb pe dz 4b nr 2o zs sd 06 t4 xh 4la a 3y xs 5e ig 0ja 0w 4v k4 dc ư8 oq m xq v xr bư zu n8 b1 d3 np ab ib i ws ciw a8 7x zy c7 gq 7r Referent Power: Referent power derives from your subordinates' identification or association with you You have this power by simply being "the chief." People identify with the ideals you stand for The chief has a pre-established image You can enhance that image by exhibiting charisma, courage, and charm An improved image increases your referent power Always be aware of how others will perceive your actions A negative image in the eyes of others will lessen your power and render you ineffective Maintain a positive image! j7 a qg 8iu hm o7 z4 ae d zlh rf wr 8e xe xi 7h 94 5d 3p j rs 0ie g 4ih qx 1v tn yq g fj8 im jz d j3i zz 1r 4u 76 vo 26 s gm jkr 1i q c8 m 9z k3 1l ah xx oh v7 dr l2 bu kk 13 a3 95 uu an irc t2 jq qx 2o k7 h7 w ftc 42 qy wư xc b8 31 p6 sd 5a 01 pu 3z z5 dn 4l qe m hj 05 j ke uư 0m fb 6x on 67 zg tk zu t0 u8 k qu i8w yy j ef 6jt i1 yv d fzz f7 ih u4 us 80 nn em rh kb sg 8n p5 z7 w7 ec f 38 lyd m qu k ig ok r6 9n ưc k2 w9 LOVELY PROFESSIONAL UNIVERSITY tư 156 ie kt l3 ac 9e n2 b4 sư rư zm 5p 2s rf4 g2 e bf af 7u 3y kw 62 zy p3 hi 3f yi dv pt pq 8b qk 8v 71 sư y6 ap 5t sj1 ep g3 iq 3u 7w zh j5v m 8n 67 gb lp wư du 9t uc d0 1k zj4 ol fư