Power and Persuasion
Organizations have many levels; the larger the organization, the more levels it will have and the more managers it will have. Strong managerial/leadership skills are imperative and may include technical abilities, conceptual and decision making abilities, interpersonal/communication abilities and/or a combination of all of these abilities. The ability to influence other people in organizations is central to leadership and managerial "power" can "influence the ability to get things done or accomplish one's goals despite resistance from others."
Use the Williams and Miller (2002) journal article, and two other articles that you have found which directly relate to power and persuasion in terms of leadership/management to complete this paper. You will need to:
• Identify the roles generally held by top-level (strategic planning), middle-level (tactical planning), and frontline-level (operational planning) managers, and the roles held by managers that may have broad responsibilities in more than one level of management.
• Identify and discuss how strategic, tactical, and operational planning compliments one another.
• Discuss how using power is essential to being an effective leader/manager in all levels of an organization.
• How does the decision making style on the part of an executive affect the manager and what is the role of persuasion in being an effective manager/leader?
• Teams are identified as the structural building blocks of the organization's foundation. Identify and discuss how power and persuasion might affect teams and team building.
This paper should be at least 3 pages in length and should directly respond to the statements and questions listed above.
References
NY Times Magazine. (2009). Twelve Steps for Team Building: How to Build Successful Working Teams.
(Available: http://humanresources.about.com/od/involvementteams/a/twelve_tip_team.htm).
Williams, G. A. & Miller, R. B. (2002). Change the way you persuade. Harvard Business Review, 80(5), 65-73.
Zenger, J., Folkman, J., &Edinger, S. K. (2009). Stretch goals. Leadership Excellence, 26(7), 6-7.