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LOVe Abhimanyu

LOVe Abhimanyu

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Published by: rajat02 on Dec 06, 2009
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09/27/2010

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LOVELY PROFESSIONAL UNIVERSITYACADEMIC ACTIVITY NO_2Institute of ______Management_________________________________Department of  ___Management
 Name of the faculty member____Ms. Deepali SharmaCourse No.___MGT512__ Course Title__Management Practices and Organisational Behaviour.Class ______________MBA Section ___RT1903__ Batch__2009Max. Marks _25__ Date of Allotment_08.09.09, Date of Submission___01.12.09PRESENTED BYABHIMANYU SHARMARoll no. RT1903B71
1.
INTRODUCTION:
“THE ROLE OF POWER AND POLITICS IN MANAGEMENT”
 Traditionally, the term "management" refers to the activities (and often the group of people)involved in the four general functions: planning, organizing, leading and coordinating of resources. Note that the four functions recur throughout the organization and are highlyintegrated. Emerging trends in management include assertions that leading is different thanmanaging, and that the nature of how the four functions are carried out must change toaccommodate a "new paradigm" in management. This topic in the library helps the reader accomplish broad understanding of management (including traditional and emerging views), andthe areas of knowledge and skills required to carry out the major functions of management.
The Role of Management
If you are a manager of a health program or service, your key responsibility will be to prepare for and implement the quality improvement process. Before and during the quality improvement process, you will need to ensure that there is a supportive environment for this work. To createthis kind of environment, you might consider two issues: management style and participatorymanagement activities.Managers who initiate a quality improvement process must incorporate several basic principlesinto their management style:
A firm commitment to and support for quality
 
A concern for the satisfaction of staff and users of health services
A focus on problem solving to improve quality
Respect for staff and their abilities
A willingness to collect and use data to determine the nature and size of problems and toimprove processeswe will also need to develop strategies for the organization, continually motivate people tosupport this process, and market change within the organization.
Developing Strategies:
Good management involves long-term or strategic planning. Without aclear idea of the organization's goals, employees don't know where the organization is going, or the best means to achieve the goals. An institution needs to define where it's going (the vision),why it's going there (the mission), and how to get there (the strategies). It will then be easier touse this process to work cohesively towards organizational goals. Tools in this section for helping you develop a coherent strategy for your organization include the affinity technique,force field analysis, SWOT analysis, and strategic analysis.
Marketing Change:
Quality improvement is about continued readiness to make changestowards improvement. However, every change of attitude or practice implies advantages anddisadvantages. For people to accept a change, the advantages always have to be greater than thedisadvantages. To promote the idea of change, you need to market its advantages. Tools in thissection that will help you market change include developing a marketing plan, stakeholder analysis, and negotiation techniques.
Motivating People:
Motivating people to perform to the best of their capabilities and in the bestinterests of the organization is a huge task. Important elements in motivating people includeleadership, clear organizational and individual goals, rewards based on performance of staff, and participatory supervision. Techniques included in this section that will help you motivate your staff include developing a supervision visit plan, effective meeting management, and techniquesfor solving conflicts.
Developing Strategies
Why?
A strategy is necessary for every institution that wishes to achieve its goals, or for successfullycompleting a specific project. You can use a strategy to increase the probability of a project'ssuccess and to overcome resistance to change.
What?
The strategy defines the long-term lines of action that the institution will take to achieve itsgoals. It is built on two different elements:
 
1.
Vision:
the desired future of the institution, integrating the needs of both staff and users.
2.
Mission:
justifies the existence of the institution in the eyes of the users. The missionexplains the scope and goals of the institution's services to its users.
 How?
When developing a strategic plan, you must first identify the need and the demand for services,and then determine how to meet them.
Define the vision and the mission of the institution according to internal and externalusers using the affinity technique.
Identify and analyze the Strengths and Weaknesses of the institution as well as theexternal Opportunities and Threats to develop the strategy. You can do this by using theforce field technique or the SWOT analysis.
A strategic plan must be designed that systematizes the various steps to achieve themission and reach the vision, taking into account the forces that promote and impedereaching the goal. Brainstorming will help generate four or five lines of action, spanningseveral years. These strategies should be fine-tuned by analyzing their technical,economic, and political viability.
What is power?
Power is the ability to … Get someone to do something you want done. Make things happen inthe way you want. Influence is …What you have when you exercise power. Expressed by others’ behavioral response to your exercise of power.How do managers acquire the power needed for leadership?
Acquiring and using power and influence.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 inwhich other people are willing to defer wholly or partially to one’s wishes.What are organizational politics?
Machiavellian tradition of organizational politics.
 –Emphasizes self-interest and the use of nonsanctioned means.

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