Page 211 - Fundamentals of Management Myths Debunked (2017)_Flat

210 Part 3 • Organizing
organizing still an important managerial function? Why security concerns, what other issues do organizations
or why not? face?
6-8 You are responsible for identifying the important char- 6-10 Draw an organization chart of an organization with which
acteristics of a learning organization. Using examples, you’re familiar (where you work, a student organization
explain the features you think will allow organizational to which you belong, your college or university, etc.). Be
learning to take place. very careful in showing the departments (or groups) and
6-9 A boundaryless organization has the ability to change especially be careful to get the chain of command correct.
how employees may do their work. In addition to Be prepared to share your chart with the class.

MyManagementLab

Go to mymanagementlab.com for the following Assisted-graded writing questions:
6-11 It’s stated in the chapter that contemporary organiza- might lower-level managers have to address? (Hint:
tion design should be lean, flexible, and innovative. Think in terms of the six key elements of organization
What are the implications of those requirements? design.)
6-12 If organizing is about getting work done effi- 6-13 MyManagementLab Only – comprehensive writing
ciently and effectively, what organizing challenges assignment for this chapter.

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Management Skill Builder IncReASInG YoUR PoWeR

Managerial jobs come with the power of authority. But sometimes that authority isn’t enough to get things
done. And other times you may not want to use your formal authority as a means of getting people to do what
you want. You may, for instance, want to rely more on your persuasive skills than the power of your title. So
effective managers increase their power by developing multiple sources of influence.

PERSOnAL InvEnTORY ASSESSMEnT P I A PERSONAL
INVENTORY
ASSESSMENT
Gaining Power and Influence

As you saw in this chapter, power is an important component of an organization’s structure.
Use this PIA to identify ways that you gain power and influence.

Skill Basics fear. If you can dismiss, suspend, demote, assign unpleasant
work tasks, or write a negative performance review on some-
You can increase the likelihood that you’ll survive and thrive one, you hold coercive power over that person. Conversely,
in your organization if you learn how to develop a power base. if you can give someone something of positive value or re-
Remember, because you have power doesn’t mean you have move something of negative value—like control pay rates,
to use it. But it’s nice to be able to call upon it when you do raises, bonuses, promotions, or work assignments—you
need it. Four sources of power can be derived from your job. have reward power. And all managerial positions provide
Another three sources are based on your personal unique some degree—though within specific limitations—to exert
characteristics.
authority over subordinates. If you can tell someone to do
• All management jobs come with the power to coerce, something and they see this request to be within your for-
reward, and impose authority. Coercive power is based on mal job description, you have authority power over them.