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Identified Problems in the Case Study Identified Problems in the Case Study Power and Influence Mintzberg Machine Organisation Recommendations Power and Influence Harold wanted to prove that new technologies and advanced management techniques could make HTE one of the best manufacturing companies in the country Dilute the leadership and create a feeling of instability amongst the employees Most of the changes were made from the top down, with little input from lower or middle management. This affected the employees. There were some situations in which individual workers reported to three different bosses, and other situations in which one manager had far too many workers to oversee. Defined by standardisation Tight vertical structure Allowing top managers to maintain centralised control Employees began to feel uncertain about their responsibilities as this led to a reduction of employee morale and production The vision that Harold had for the company was lost. The instability that employees felt made it difficult for them to support the company’s vision. Harold claimed to be democratic in his style of leadership, but he was arbitrary in how he treated people Harold delegated operational control of the company to others while he focused on external customer relations and matters of the board of directors.

“ The greatest ability in business is to get along with others and to influence their actions ” (John Hancock,1997) What is power? The capacity to influence the behaviors of others What is influence? The process of successfully persuading others to follow advise, suggestions or orders Leadership style needs to be changed from Autocratic (leadership style contains some forms of laissez faire) to democratic: Offer training for employees or employ skilled staff Better communication with employees and other department Motivation Encourage staff to innovate Involve the others employees in the company decision making Harold is expert power. We recommend he develop personal power and connection power. The use of Machine Organization Bureaucracy (Mintzberg, 1979) The use of Group participation and influence.

Social hierarchy of social order and co-ordination (Mintzberg, 1979) According to Burns (1978) all leadership relies on the use of power in order to influence others to get things done According to Dahl (1957) power is defined as the potential ability to one person to influence others to carry out orders or to do something they otherwise would have done (Astley & Pachdeva, 1984) Presentation By: Craig Hughes Larissa Ndjoah Okih Muhammed Patel Rabiah Mahmood Raju Limbu Power and Influence Burns, J.M. New York; Harper & Row. Leadership Journal. 12 (2), 23-46 Dahl, R.A. Concept of power.

Behavioural Science. 1 (1), 201 References Change from Formal to Informal “The greatest ability in business is to get along with others and to influence their actions” (John Hancock,1997) What is power? The capacity to influence the behaviours of others What is influence? The process of successfully persuading others to follow advise, suggestions or orders Power and Influence Employees began to feel uncertain about their responsibilities as this led to a reduction of employee morale and production The vision that Harold had for the company was lost.

Transactional and Transformational leadership styles have attracted the interest of. James Macgregor Burns in 1978 in his descriptive research on political. Transformational leadership 1 Transformational leadership Transformational leadership is defined as a leadership approach that causes change in individuals and social systems. In its ideal form, it creates valuable and positive change in the followers with the end goal of developing followers into leaders.

The instability that employees felt made it difficult for them to support the company’s vision. Harold claimed to be democratic in his style of leadership, but he was arbitrary in how he treated people Harold delegated operational control of the company to others while he focused on external customer relations and matters of the board of directors. Conclusion Consequences of Influence Tactics Defined by standardisation Tight vertical structure Allowing top managers to maintain centralised control Mintzberg Machine Organisation Leadership style needs to be changed from Autocratic (leadership style contains some forms of laissez faire) to democratic: Offer training for employees or employ skilled staff Better communication with employees and other department Motivation Encourage staff to innovate Involve the others employees in the company decision making Harold is expert power.