Q4- Managing & Developing People

Question 1

Define power

Answer 1

-> power is the capacity to exert influence to make someone act accordingly to your preferences
-> managers need to balance getting the work done, but with consideration of the people involved

Question 2

Sources of power:
-name relevant model

Answer 2

1. Reward
2. Coercion
3. Referent
4. Expert
5. Legitimate
   -> French & Raven

Question 3

Reward

Answer 3

-> the ability to reward others for carrying out orders (financial bonus, status, favourable conditions)

~ relies on the ‘value’ of the reward
~ not sustainable long term

Question 4

Coercive

Answer 4

-> the ability to punish others for not meeting requirements (negative side of reward power)

~ can lead to resentment and accusation of bullying
~ unethical; what type of manager do you want to be

Question 5

Referent

Answer 5

-> the desire of the worker to identify with manager (based on respect, wanting to please and do well)

~ extensive source of power, rooted in personal connections, role model
~ built in personal characteristics, could be different for individuals
~ takes time

Question 6

Expert

Answer 6

-> power comes through expert knowledge (subject based)

~ expertise can diminish
~ requires trust in expertise

Question 7

Legitimate

Answer 7

-> derived from position of authority held in hierarchy (role based)

~ weak on its own

Question 8

Consequences of power…

Answer 8

Referent and expert = commitment

Legitimate and reward = compliance

Coercion = resistance

Question 9

Define delegation…

Answer 9

… the process where managers assign part of their own authority to a subordinate to fulfil their duties

Question 10

Benefits of delegating:

Answer 10

1. Spread the workload over a number of people
2. Can aid career planning and employee development
3. Gives people more varied and interesting work
4. Can support improved decision making if those closer to the problem are involved
5. Aids time management by allowing those with the appropriate skills to make decisions
6. Motivate
7. Exposes employees to networks
8. Learning opportunities for employees

Question 11

Reluctance to delegate:

Answer 11

1. Lack of trust in subordinates
2. Managers fear loosing control
3. Managers feel insecure and fear that others will do better than them
4. Managers still want to be involved in the routine tasks to stay in tough with what is happening in their department
5. managers can do it quicker themselves
6. Managers do not know how or what to delegate

Question 12

Effective delegation:

Answer 12

Managers must…
-> define the limits of authority delegated to others
-> satisfy themselves that the subordinate is competent
-> discipline themselves to allow the subordinate the full use of that authority without checks and interference
-> related reward system

Question 13

What are appraisals

Answer 13

-> are a formal process of measuring performance and setting goals