Quản trị kinh doanh luôn là một trong những ngành hấp dẫn các bạn trẻ năng động, đặc biệt trong xu thế hội nhập kinh tế Quốc tế của Việt Nam những năm gần đây. Việc tìm hiểu rõ về ngành Quản trị kinh doanh giúp bạn định hướng nghề nghiệp tốt hơn trước kh

Quản trị kinh doanh luôn là một trong những ngành hấp dẫn các bạn trẻ năng động, đặc biệt trong xu thế hội nhập kinh tế Quốc tế của Việt Nam những năm gần đây. Việc tìm hiểu rõ về ngành Quản trị kinh doanh giúp bạn định hướng nghề nghiệp tốt hơn trước khi quyết định chọn ngành, chọn trường theo học. Chúng ta sẽ từng bước tìm hiểu qua tất cả những thông tin cần thiết, qua đó giúp bạn có cái nhìn rõ ràng hơn về ngành học này.

Chapter 12 Leadership Power and Influence Chapter 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 Symbolic Ex 12.1 Four Leader Frames of Reference Political Mind-set: Sees organization as Human jungle, power, Resource schemes Mind-set: Sees Emphasis: organization as Resource family, belonging, allocation, clan negotiation, Structural Emphasis: coalition building People, support, Mind-set: Sees Dangers: Power empowerment organization as plays for purpose Dangers: Lack of machine, of self-interest economics, plans content or Emphasis: Goals, substance systems, efficiency, formal authority Dangers: Rigidity and tyranny Mind-set: Sees organization as theater, spiritual meaning, dreams Emphasis: Vision, culture & values, inspiration Dangers: “Messiah” complex Power 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 Ex 12.2 Five Types of Leader Power •Legitimate •Reward •Coercive Position Power •Expert •Referent Personal Power Ex 12.3 Responses to the Use of Power app ve r op Personal Power i es s ex c use r i at eu se Position Power Compliance Resistance Commitment Ex 12.4 Characteristics That Affect Dependency and Power in Organizations Leader has control over: Leader has control over: Resources seen as unimportant Importance Resources seen as very important Widely available resources Scarcity Scarce resources Resources with acceptable substitutes Low dependency on leader = lower power Non substitutability Resources with no substitutes High dependency on leader = higher power Ex 12.5 Strategic Contingencies that Affect Leader Power in Organizations Interdepartmental Dependency Control over Information Increased Power Organizational Centrality Coping with Uncertainty Politics Activities to acquire, develop, and use power and other resources to obtain desired future outcomes when there is uncertainty or disagreement about choices Ex 12.6 Seven Principles for Asserting Leader Influence Use rational persuasion Make people like you Rely on the rule of reciprocity Develop allies Ask for what you want Remember the principle of scarcity Extend formal authority with expertise and credibility 10 Is the action consistent with the organization’s goals, rather than being self-motivated purely by selfinterest? 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 you? Ethical Choice Ex 12.7 Guidelines for Ethical Action 11