BUS603: Managing People

1. Compare and contrast power, authority, and leadership.
2. Identify five bases of power, and provide an example of each. Which base (or bases) of power do you feel would be most commonly found in organizations?
3. Discuss the concept of power dependencies. What is the relationship between power dependencies and bases of power?
4. What is counterpower? Provide an example of counterpower from your own experience.
5. Why is it important to understand political behavior in organizations?
6. Define politics. How does politics differ from power?
7. Compare and contrast the resource dependence model of power and politics with the strategic contingency model.
8. Identify several specific power tactics in organizations, and provide an example of each.
9. Why is it important that the exercise of power and politics be handled in an ethical fashion? What might happen if employees felt that managers were using power in an unethical fashion?
   
   

Managerial Skill Application Exercises

1. You might find it interesting to look at your own bases of power in an organization you have worked with. To do this, simply think of your present or past job, and complete this self-assessment. When you have finished, refer to Appendix B for scoring procedures.

What Are Your Bases of Power?

1. I always try to set a good example for other employees.
2. My coworkers seem to respect me on the job.
3. Many employees view me as their informal leader at work.
4. I know my job very well.
5. My skills and abilities help me a lot on this job.
6. I continually try to improve the way I do my job.
7. I have considerable authority in my job.
8. Decisions made at my level are critical to organizational success.
9. Employees frequently ask me for guidance.
10. I am able to reward people at lower levels in the organization.
11. I am responsible for evaluating those below me.
12. I have a say in who gets a bonus or pay raise.
13. I can punish employees at lower levels.
14. I check the work of lower-level employees.
15. My diligence helps to reduce the errors of others on the job.

How Political Are You?

1. You should make others feel important through an open appreciation of their ideas and work.
2. Because people tend to judge you when they first meet you, always try to make a good first impression.
3. Try to let others do most of the talking, be sympathetic to their problems, and resist telling people that they are totally wrong.
4. Praise the good traits of the people you meet and always give people an opportunity to save face if they are wrong or make a mistake.
5. Spreading false rumors, planting misleading information, and backstabbing are necessary, if somewhat unpleasant, methods to deal with your enemies.
6. Sometimes it is necessary to make promises that you know you will not or cannot keep.
7. It is important to get along with everybody, even with those who are generally recognized as windbags, abrasive, or constant complainers.
8. It is vital to do favors for others so that you can call in these IOUs at times when they will do you the most good.
9. Be willing to compromise, particularly on issues that are minor to you but important to others.
10. On controversial issues, it is important to delay or avoid your involvement if possible.