for DR.SAMUELSON only!!!!
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parker_6330_week-6_chapter-12pp1.pptx
Chapter 12
AUTHORITY, LEADERSHIP, AND SUPERVISION
Objectives
Differentiate among the terms power, influence, and authority.
Recognize the importance of authority for organizational stability.
Identify the sources of power, influence, and authority.
Relate the sources of power, influence, and authority to the organizational position of the line manager.
Objectives (cont’d)
Recognize the limits placed on the use of power and authority in organizational settings.
Recognize the importance of delegation of authority.
Identify the styles of leadership.
Identify the relationship of leadership to the supervisory activities of issuing orders and directives and taking disciplinary action.
Power
The ability to obtain compliance by means of coercion.
The ability to have one’s own will carried out despite resistance.
Force; naked strength.
Does not seek consensus or agreement.
Influence
Similar to power: seeks compliance
Differs from power: does not use force
Voluntary acceptance and compliance
Seeks consensus and agreement
Relies on persuasion
Formal Authority
Legitimate power
The right to issue orders and to direct action
The right to employ resources, make commitments, exercise control
Sources of Power, Influence, and Authority
Acceptance or Consent
Patterns of Formal Organization
Cultural Expectations
Technical Competence and Expertise
Characteristics of Authority Holders
Related Terms
Consent
Zone of indifference
Zone of acceptance
The psychological contract
Professional Practitioner-Manager’s Authority
Hired for professional training and specialized skills
Placed into a position having formal authority
Enhanced by personality traits: manager as leader
Enhanced by participative style, leading to wide zone of acceptance.
Use of Authority Restricted By:
Organizational Position
Legal and Contractual Mandates
Social Limitations
Physical Limits
Technological Constraints
Economic Constraints
Zone of Acceptance
Importance of Delegation
The manager cannot do everything!
Delegating leads to increased zone of acceptance and cooperation.
Workers who are in contact with clients can take effective action without delay.
Manager is free to attend to other management duties.
Do’s and Don'ts of Delegation
Know when to delegate, e.g. routine tasks.
Know when NOT to delegate, e.g. hiring and firing, etc.
Avoid countermanding supervisors.
Set up a balanced system of availability and support.
Supporting the Unit Supervisor
Formal, periodic meetings focusing on work flow
Formal meetings focusing on supervisory skills
Mentoring and career path development
Informal daily interaction as needed
Combination of formal and informal interaction (“The Huddle”)
Aspects of Leadership
The ability to get things done through people
The ability to organize tasks and make things happen
The ability to make the critical decisions
The ability to achieve objectives by coordinating, motivating, and directing the work group
Functions of a Leader
Take calculated risks
Be the catalytic agent for change
Represent the group
Absorb the group’s frustration and hostility
Embody the values of the organization
Leadership Styles
Autocratic
Bureaucratic
Participative
Laissez-faire
Paternalistic
Influences on Leadership Style
Work Assignment
Employee’s Personality and Ability
Employee’s Attitude toward Manager
Manager’s Personality and Ability
Disciplinary Action
THE PRIMARY PURPOSE OF MOST DISCIPLINARY ACTION SHOULD BE CORRECTION OF BEHAVIOR.
Progressive Discipline Process
1. General Counseling
2. Oral Warning (and record)
3. Written Warning
4. Suspension/Layoff as necessary
5. Termination
Authentic Personal Leadership
“Why should anyone be led by you?”
Value-added characteristics
- engaged, conscious living
- gracious interpersonal relationships
- embodiment of values
