Your paper should address the following four broad questions:
What is your assessment of the power dynamics of the job you are now in or want, in terms of critical dependencies and interdependencies, and potential sources of political instability?
What sources of power and influence skills will be necessary for you to be effective in your work? What power gaps can you identify for which you must find ways of compensating or filling in?
How do your likely sources of power meet the influence requirements of your work, or the job you hope to get?
What is your plan for developing the sources of power, influence skills, and relationships necessary for you to be effective during the next three to twelve months?
You are urged to employ whatever technology you can to render your paper highly professional in appearance.
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Added on 28.04.2016 15:59
Power and Influence
Course Objectives:
At the conclusion of this course the student will be able to:
Develop conceptual understanding of power and influence
Develop diagnostic skills to analyze work relationships
Develop action planning and implementation skills
Assess your influence style and its impact
Outline a personal learning agenda
Major Units of Instruction
Week
Topics
1
Expectations
Definitions
Power Dynamics in Organizations
Information/ Research Sources
Group Research Presentations
2
Influence Tactics
3
Determinants of An Individuals Power
Sources of Personal Power
Sources of Positional Power
4
Influence Without Authority
Exchange Currencies
5
Managing Networks
6
Managing Personal Relationships
7
Managing Teams
8
Managing Conflict
9
Career Management
10
Managing Change
11
Managing Diversity
Gender
National/ Cross-Cultural Differences
Race/ Ethnicity
12
Seminar to discuss papers
Paper Assignment
There is no final exam for this course. In its place is a paper designed to give you an opportunity to apply the concepts and learnings of the course to the job you now hold, or the one to which you aspire.
Your paper should address the following four broad questions:
What is your assessment of the power dynamics of the job you are now in or want, in terms of critical dependencies and interdependencies, and potential sources of political instability?
What sources of power and influence skills will be necessary for you to be effective in your work? What power gaps can you identify for which you must find ways of compensating or filling in?
How do your likely sources of power meet the influence requirements of your work, or the job you hope to get?
What is your plan for developing the sources of power, influence skills, and relationships necessary for you to be effective during the next three to twelve months?
You are urged to employ whatever technology you can to render your paper highly professional in appearance. Papers should be submitted in hard copy.
Suggested Bibliography
Beer, Michael, Enable Truth To Speak To Power, Global Business and Organizational Excellence, January/ February 2011, Vol. 30, Issue 2, pp. 53-74.
Craddock, Maggie, Power Genes: Understanding Your Power Persona And How To Wield It At Work, Harvard Business Review Press, Boston, MA., 2011.
Dent, Stephen M. and James H. Krefft, Powerhouse Partners: a blueprint for building organizational culture for breakaway results, Davies-Black Publishing, 2004.
DuBrin, Andrew J., Political Behavior In Organizations, Thousand Oaks, CA., SAGE Publications, 2009.
Essentials of Power, Influence, and Persuasion, Harvard Business School Publishing,
Boston, MA, 2006.
Harvard Business School Press, Power, Influence, and Persuasion: Sell Your Idea And Make Things Happen, Boston, Ma., 2005.
Hays, Nicholas and Goldstein, Noah, Power and Legitimacy Influence Conformity, Journal of Experimental Social Psychology, Sept. 2015, Vol. 60, pp. 17-26.
Heedges, Kristi, The Power Of Presence, New York, AMACOM, 2012.
Hill, Linda A., Becoming a Manager: How New Managers Master the Challenge of Leadership, Harvard Business School of Publishing, Boston, MA, 2003.
Hill, Linda, Power and Influence: Getting Things Done in Organizations, Harvard Business School Press, Boston, MA, 2000.
Hoque, Faisal, et. al., The Power Of Convergence, New York, AMACOM, 2011
Komisarjevsky, Chris, The Power Of Reputation, New York, American Management Association, 2012..
Mangieri, John N. and C.C. Block, Power thinking: how the way you think can change the way you lead, John Wiley & Sons, San Francisco, CA, 2004.
Magee, J.C. and Fraasier, C.W., Status and Power: The Principal Inputs to Influence for Public Managers, Public Administration Review, Washington DC, Vol. 74 no. 3, 2014, pp.307-317.
McDermott, Lynda C., The Power Of Peer Coaching, Alexandria, Va., American Society For Training And Development, 2011.
Moore, M. Commentary: Sharing Power To Amplify Influence And Results, Public Administration Review, Vol.74, no.3, 2014.
Mortensen, K.W. and R.G. Allen, Maximum Influence: The Twelve Universal Laws of Power Persuasion, AMACOM, NY, 2004.
Power, Influence, and Persuasion, Harvard Business Essentials, Harvard Business School Press, Boston, MA, 2005.
Sobel, Andrew, and Panas, Jerold., Power Questions, John Wiley and Sons, 2012.
Tisch, Jonathan M. with Karl Weber, Power of we: succeeding through partnerships, John Wiley & Sons, Hoboken, NJ, 2004.
Tjosvold, Dean & Wisse, Barbara, Power & Interdependence in Organizations, Cambridge University Press, March 2009
Wagner, Rodd, and Muller, Gale, Power of 2: How To Make The Most Of Your Partnerships AT Work And In Life., GallupPress, 2009..
Wind, Yoram, Colin Crook with Robert Gunther, Power of impossible thinking: transform the business of your life and the life of your business, Wharton School Publishing, Upper Saddle River, NJ, 2005.
Wolff, Tom, The Power Of Collaborative Solutions, Jossey- Bass, 2010
Additional Bibliograpy
Charan, R. How Networks Reshape Organizations for Results, Harvard Business
Review, September-October 1991, pp. 104-115.
Cohen, Allen R. and Bradford, David L. Influence Without Authority. New York:
John Wiley & Sons, 1990.
.Greene, Robert. The 48 Laws of Power. New York: Penguin,2000.
Hiam, Alex. Making Horses Drink: How to Lead and Succeed in Business. Irvine, Ca: Entrepreneur Press, 2002.
Hill, Linda A. Becoming a Manager: Mastery of a New Identity. Boston: Harvard
Business School Press, 1992.
Hill, Linda A. Leadership For New Managers. Boston: Harvard Business School Press, 2001.
Ibarra, H. Negotiation. Boston: Harvard Business School Press, 2001.
Kaplan, R. E. Trade Routes: The Managers Network of Relationships. Organizational
Dynamics, Spring 1984, pp.37-52.
Keys, B. and Case, T. How to Become an Influential Manager, Academy of
Management Executive, 1990, 4, pp.38-49.
Kotter, J. P. Power, Dependence, and Effective Management, Harvard Business
Review, July-August 1977, pp. 125-136.
Kotter, J. P. Power and Influence: Beyond Formal Authority. New York: Free Press,
1985.
Kotter, J.P. The Heart of Change: Real Life Stories of How People Change Their Organizations. Boston. Boston: Harvard Business School Press, 2002.
Krackhardt, D. Hanson, J. R. Informal Networks: The Company Behind the Chart,
Harvard Business Review, July-August 1993, pp. 104-111.
Kram, Kathy E. Mentoring at Work: Developmental Relationships in Organizational
Life. New York: University Press of America, 1988.
Lax, D. A. and Sbenius, J. K. The Manager as Negotiator: Bargaining for Cooperation
And Competitive Gain. New York: The Free Press, 1986.
Lee, Blaine and Covey, Stephen. The Power Principle. Covey Press, 1998.
Lieberman, David. Get Anyone To Do Anything. New York: Griffin, 2001.
, pp.127-132.
Mattessich, P.W. Murray – Close, M.,and Monsey, B.R. Collaboration: What Makes It Work. Saint Paul, Minn.:Amherst H. Wilder Foundation, 2001.
McCleland, D.C. and Burnham, D. H. Power is the Great Motivation, Harvard
Business Review, March-April, 1995.
Mintzberg, H. Power In and Around Organizations. Englewood Cliffs, NJ: Prentice-
Hall, Inc., 1983.
Parker, G.M. Cross- Functional Teams: Wor
Last Completed Projects
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