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Friday, November 18, 2011

How to Acquire Managerial Power?

 Acquiring Managerial Power

A considerable portion of any manager's time is directed toward power-oriented behavior. Power-oriented behavior is action directed at developing or using relationships in which other people are willing to defer wholly or partially to one's wishes. 

There are three dimensions of managerial power and influence: downward is when the manager’s power influence and support coming from the subordinates, which is the people occupying the lower level of positions in the organizations. On the other hand, upward dimension is when the manager builds power and gains the support from the people occupying the higher level of positions in the organization. While lateral, is when the manager builds power by acquiring support and gaining influence towards people that occupies the same level of position in relation to him.

An effective manager builds and maintains position power and personal power to exercise downward, upward, and lateral influence. To build position power, it can be done by increasing centrality and criticality in the organization. Managers must establish a broad network of interpersonal contacts and get involved in the important information flows within them. Managers must avoid being isolated. To gain power, managers must take good care of others who are dependent on them. They should take care to support them exceptionally well by doing things that add value to the work setting. Visibility is also important; it helps to become known as influential in the organization. Good managers don’t hesitate to make formal presentation, participates in key task forces or committees and pursue special assignments that can display their leadership talents and capabilities.

Other additional tactics for acquiring and using power and influence includes; using coalitions and networks to alter the flow of information and the analytical context. Controlling, or at least influencing, decision premises, making ones own goals and needs clear. Bargaining effectively regarding one’s preferred goals and needs.

Common Techniques for Turning Power into Rational Influence

1. Reason. Using persuasion to influence others.

2. Friendliness.  Being friendly is a great advantage towards people in the workplace.

3. Coalition. An alliance among individuals and groups, during which they cooperate in joint action, each in his own interest, joining forces together for a common cause, maybe temporary or a matter of convenience.

4. Bargaining. A simple form of negotiation process that is both competitive and positional; an exchange of proposals.

5. Assertiveness. Defined as boldly self-assured; aggressively confident for asking what one wants or acting to get one wants in a way that respects the right and feelings of others.

6.Sanctions. Action designed to control the conduct of individual, usually take the form of a threat; a coercive measure intended to ensure compliance.


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