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Trang 1Chapter 12
Leadership Power and Influence
Trang 2Chapter Objectives
Recognize your natural leadership frame of
reference and how you can expand your
perspective
Use power and politics to help accomplish
important organizational goals
Identify types and sources of power in
organizations and know how to increase power
through political activity
Use the influence tactics of rational persuasion, friendliness, reciprocity, developing allies, direct appeal, and scarcity
Trang 3Ex 12.1 Four
Leader Frames
of Reference
Mind-set: Sees
organization as
machine,
economics, plans
Emphasis: Goals,
systems,
efficiency, formal
authority
Dangers: Rigidity
and tyranny
Mind-set: Sees
organization as family, belonging, clan
Emphasis:
People, support, empowerment
Dangers: Lack of
content or substance
Mind-set: Sees
organization as jungle, power, schemes
Emphasis:
Resource allocation, negotiation, coalition building
Dangers: Power
plays for purpose
of self-interest
Mind-set: Sees
organization as theater, spiritual meaning, dreams
Emphasis:
Vision, culture &
values, inspiration
Dangers:
“Messiah”
complex
1 Structural
2 Human Resource
3 Political
4 Symbolic
Trang 4Power and Influence
Power
The ability of one person or department in an organization to influence other people to bring about desired outcomes
Influence
The effect a person’s actions have on the
attitudes, values, beliefs, or actions of others
Trang 5Ex 12.2 Five Types of Leader
Power
•Legitimate
•Reward
•Coercive
Position Power
•Expert
•Referent
Personal Power
Trang 6Ex 12.3 Responses to the Use of
Power
appr
opria
te u
se ex
ce ss ive
use
Trang 7Ex 12.4 Characteristics That Affect Dependency and Power in
Organizations
Non substitutability
Leader has
control over:
Resources seen
as unimportant
Widely available
resources
Resources with
acceptable substitutes
Low dependency
on leader = lower
power
Leader has control over:
Resources seen as very important
Scarce resources
Resources with
no substitutes
High dependency
on leader = higher power
Importance
Scarcity
Trang 8Ex 12.5 Strategic Contingencies
that Affect Leader Power in
Organizations
Increased Power
Interdepartmental
Dependency
Control over
Information
Organizational
Centrality
Coping with
Uncertainty
Trang 9Politics
Activities to acquire, develop, and use power and other
resources to obtain desired future outcomes when there is uncertainty or disagreement about choices
Trang 10Ex 12.6 Seven Principles for
Asserting Leader Influence
1 Use rational persuasion
2 Make people like you
3 Rely on the rule of reciprocity
4 Develop allies
5 Ask for what you want
6 Remember the principle of scarcity
7 Extend formal authority with expertise and
credibility
Trang 11Ex 12.7 Guidelines for Ethical
Action
Is the action
consistent
with the
organization’s
goals, rather
than being
self-motivated
purely by
self-interest?
Does the action respect the rights of individuals and groups affected by it?
Does the action meet the
standards of fairness and equity?
Would you wish others
to behave in the same way if the action affected