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Power and Balance

Power and Balance
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...
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Art of Delegation

Art of Delegation
Art of Delegation Before embarking on the subject let us find out what delegation is and how the process occurs in an organization. What is Delegation: A manager or a superior cannot think of doing all the jobs by himself. It becomes therefore necessary to delegate some of the jobs to his subordinates to ease the pressure and assign the required authority to carry on with those tasks. This downward pushing of authority is called delegation of authority. Delegation takes place when one person gives another person the right to perform work on his behalf and in his name. It is the process of entrusting part of the work by the superior to his subordinates. PROCESS OF DELEGATION 1. Step one is Assigning Responsibility: The superior directs the subordinate to perform a task with due assistance and training. 2. Step two is Granting Authority: To accomplish the task some authority has to be given to the subordinate to procure the essential resources from the organization like materials, equipment, labor etc., 3. Step three is Creating Accountability: The subordinate is expected to accomplish the task within the stipulated time period and report to the manager regarding the acquisition, use and replacement of resources. ADVANTAGES OF DELEGATION   It reduces the work pressure of the manager   Leads to better decisions   Speeds up decision making   It improves the morale of the employees   Creates a feeling of mutual trust between the superior and subordinates   Helps to create a formal organization structure BARRIERS TO EFFECTIVE DELEGATION  Fear of being exposed: Some superiors fear that their weaknesses might be exposed  Difficulty in briefing the actual requirement- depends on the quick wit of the employees  Lack of confidence in subordinates  Fear of loss of power “I am OK you are OK “ attitude of the managers PRINCIPLES OF DELEGATION OF AUTHORITY Principle of Delegation by Results Expected: The authority assigned to the subordinates should be sufficient enough to ensure their ability to accomplish the results expected. Principle of Absoluteness of Responsibility: One has to understand that responsibility can never be delegated and that the superiors are responsible for the activities of their employees and the performance of the employees has to be absolute towards their superior’s expectations. Principle of Parity for Authority and Responsibility: There should be a perfect balance between assigned authority and responsibility. One cannot be held responsible for a task where he has limited authority and too much of authority with too little responsibility can prove to be dangerous. Principle of Unity of Command: If there is a single superior to listen to, conflicts will be greatly reduced and it will be easy for the subordinate to have a personal rapport with the superior. Authority Level Principle: A manager who has the authority to make certain decisions must necessarily use his discretion and should not try to overlook or pass it on to the top management. Principle of Functional Definition: The objectives, tasks, responsibility and authority must be clearly stated to the individuals involved to facilitate improved performance to accomplish enterprise objectives. Managers fail because of poor delegation. Their personal attitude comes to the forefront which makes things quite difficult. Lack of receptiveness: Some managers are not open to ideas and suggestions from the other end Willingness to let go: A superior must have the willingness to delegate authority for positions which he had left long ago. Willingness to trust subordinates: A trustful attitude makes the proceedings smooth Willingness to establish and use broad controls: The superior must establish some standards to which the objectives or tasks can be compared to and control mechanisms must be installed for evaluation purposes. Feedback from subordinates is the most important criterion that determines the effective functioning of the organization. HOW TO MAKE DELEGATION EFFECTIVE? Right person for the right job Give sufficient authority Free flow of information Establish proper...
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What is Business Ethics

What is Business Ethics
Business Ethics Business ethics can be defined as the principles and standards that establish acceptable conduct in business organizations. The acceptability of behaviour in business is determined by customers, competitors, government regulators, interest groups, and the public, as well as each individual’s personal moral principles and values. Many consumers and social advocates reckon that businesses should not only make a profit but also consider the social implications of their activities. We define social responsibility as a business’s obligation to maximize its positive impact and minimize its negative impact on society. Although many people use the terms social responsibility and ethics interchangeably, they do not mean the same thing. Business ethics relates to an individual’s or a work group’s decisions that society evaluates as right or wrong, whereas social responsibility is a broader concept that concerns the impact of the entire business’s activities on society. There are good business reasons for a strong commitment to ethical values: 1. Ethical companies have been shown to be more profitable. 2. Making ethical choices results in lower stress for corporate managers and other employees. 3. Our reputation, good or bad, endures. 4. Ethical behaviour enhances leadership. 5. The alternative to voluntary ethical behaviour is demanding and costly regulation.  Points to Ponder relating to behavioral ethics: 1. What conflicts of interest have you personally experienced in personal or professional roles? 2. If you perceive a potential conflict for yourself, what are some ways you might ensure that this conflict doesn’t lead to unethical behavior for you and others? 3. When have others’ conflicts of interest impacted how you or those you know were treated? 4. What types of policies can or do organizations implement to try to reduce conflicts of interest or their costs? 5. Why do you believe conflicts of interest are so pervasive in society? Why don’t we take more steps to avoid them? 6. Why is it so hard for individuals to recognize their own conflicts of interest, and how is this impacted by behavioral biases? Conflict of Interest: Conflict of interest arises when there is a clash between responsibility and reward. Say, if a doctor decides to be more business-like, if a judge decides to favor one party, if a ruling party favors a decision not good for the masses, what will happen? A conflict of interest exists when a person must choose whetherto advance his or her own personal interests or those of others. Wal-Mart Stores, Inc., may have the toughest policy against conflict of interest in the retail industry. Sam Walton, the late founder of Wal-Mart, disallowed  company buyers from accepting so much as a cup of coffee from suppliers. The Wal-Mart policy is black and white and leaves no room for interpretation, and it is probably a factor in helping Wal-Mart reduce...
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