Power and Balance in Corporate Governance Power has the ability to disorient a person’s behavior and attitude. When properly used it leads to height of efficiency, when misused it calls for calamity and disorientation in the entire business firm. It is nothing but the authority that comes with your job which has to be utilized for constructive purpose and at the same time to ascertain that things are “going in the right direction.” Precise use of power leads to a congenial atmosphere in your business arena”. Otherwise in course of time you might have to tackle warfare with your subordinates and the “undercurrent of animosity” might ruin your business success. How it affects Inter-Personal Relationship: When we talk about POWER it usually fits well into the top level management cadre, as managers and senior managers are assigned with huge powers in order to lead the firm in times of crisis as well as maintain the consistency of the nature of the firm. So when there is abuse of power consciously or unconsciously, people create a space between themselves and that particular person who misuses the power. So the result would be a lack of interpersonal relationship between the manager and the employees. Managers generally acquire and use influence that has its impact not only on the behavior of the individuals, but also on the organizational effectiveness as a whole which in turn affects productivity. Use Power as a Constructive Tool: In fact, authoritative behavior is often misunderstood by most of the managers in the business setup; there is a need for the managers to skillfully use their power in order to extract work from their teams as well as to maintain a balance between the extent to which authority must be used and the tolerance level of the employees’ (mind set). So it is more of a psychology which involves much critical analysis on the part of the manager to understand the constructive aspects of his authority and how employees at a lower level will always look up to him for support and guidance and not indifference. Power covers and affects the following important aspects, Discretion Crisis management Dependence of employees Responsibility Leadership Governance Interpersonal relationship Change management Environmental influences Reward systems Collaborative management Success of the firm and so on. In order to maintain his own integrity as well as the organisations’ the manager must be able to appreciate the relevance of power in management just by not looking into the literature but act in accordance with the situation. A detailed analysis of power dynamics makes the manager more effective in dealing with behavior inconsistencies in the organization. Try to be more open in your communication and make your employees feel that “You are always there” to support and guide them. This in turn will make your “Boss to have a second look at you” for a promotional pay. This discussion is from the manager’s perspective and there is more to be discussed and considered from an employee’s...

Organisational development is not an overnight transformation; it is indeed a gradual process that has to be implemented systematically and in tandem with the external environment. Listed here are some of the relevant organizational development techiniques or interventions that help employees to become more productive.  A. Sensitivity Training The notion is to change the attitude and behaviour of individuals involved in the group rather than the technical skill or knowledge. The term sensitivity refers to the psychological aspect of human mind that has to be shaped to act in accordance with the expectations of the group. One’s own weakness is exposed and members understand how others react  towards them. Stress is on Group Dynamics and tackling inter-relationship problems. The idea is to improve the behaviour of people in order to maintain smooth inter-personal relationship without anybody’s  power or influence. Members are encouraged to have an open, heart to heart talk to develop mature relationship. Employee Engagement & Retention The Process: Sensitivity  group is a small discussion group without any leader. The trainer raises a question and allows the members to proceed with the discussion, the focus being feelings and mutual respect. There is no set task or agenda and members try to analyse the immediate problem by having open discussion instead of applying logic and rationale. Free and frank discussions lead the members through periods of shock, anger, frustration, hostility, all for the better understanding of one another. Improve People Management and Build Employee Engagement Feedback includes videotape of the proceedings and guidance from the trainers. Members unlearn old things through shock and change the present behaviour to improve their behaviour pattern. Individual emotions and inter-relationship pattern are primarily focused upon in sensitivity training. Sensitivity training borders on psychotherapy where the emotions as well as body language are taken into consideration. The expressions may be any one of the following: 1. Gestures 2. Screaming 3. Physical contact B. Survey Feedback Here the discrepancies among a group are weeded out using questionnaires, which identify the difference in perceptions amongst the same working family, group or department.  The data collected is tabulated and distributed for taking part in the deliberations. This forms the basis for further discussions. Discrepancies if any can be sorted out by open discussions with all concerned, defending  and opposing till a consensus is arrived at. Here the focus is on ideas and not on persons who put up those ideas. C. Process Consultation A firm may either seek the support of  1. Expert from within the organisation: Though he might be knowing the crux of the problem, his emotional involvement might block him from seeing the problem in the right perspective. Moreover the outcome of the result might be a ‘biased one’ due to internal politics.  2. An outside expert: This person with his vast knowledge, experience and similar problem encounters may have the know-how of resolving the problem but may lack the necessary insight of that particular problem.  The organisation must see to that process consultation is done through an external expert with the needed support provided by the authorities from within the organisation.  D. Team Building Team building is attempted at the group or inter-group level. The objective is to improve co-ordination thereby improving the performance as a group.  1. Goal setting 2. Development of inter-personal relations 3. Role analysis to identify roles and responsibilities 4. Team process analysis are the key features of team building.  E. Inter Group Development One of the major challenges for firms involved in development is tackling inter departmental conflicts. Such dysfunctional conflicts may exist between a. Line and staff b. Production  and materials c. Finance and production What is Group Dynamics? As sensitivity...