OB week 7 assignment

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School

Fleming College *

*We aren’t endorsed by this school

Course

032

Subject

Management

Date

Apr 3, 2024

Type

docx

Pages

Uploaded by CorporalCaribouPerson1071

1) What type of power did Janey’s boss employ to get her to do the things that he wanted her to do? Janey's boss employed coercive power to get her to do the things he wanted her to do. Coercive power is based on the ability to punish or impose negative consequences on others for non-compliance or disobedience. In this case, Janey's boss used his position of authority as her manager to demand that she stay late, correct his mistakes, and exert control over her work tasks. He made it clear that refusing to comply with his demands could result in negative repercussions for Janey, such as job loss or other detrimental impacts on her career. Janey felt compelled to comply with her boss's requests out of fear of these consequences, even though she found the situation unfair and unpleasant. The boss's use of coercive power created a toxic work environment for Janey and undermined her autonomy and well-being. 2) What negative consequences are apparent in this situation and other situations where power is not balanced in the workplace? Decreased morale: Employees may feel demotivated and disengaged when they perceive unfairness in the distribution of power. This can lead to a decline in productivity, creativity, and overall job satisfaction. Increased stress and anxiety: Employees who are subjected to power imbalances may experience heightened levels of stress and anxiety due to fear of retaliation, job insecurity, or mistreatment by those in positions of authority. Poor communication: Power imbalances can inhibit open and honest communication within the organization. Employees may feel hesitant to voice their opinions, concerns, or innovative ideas if they fear negative consequences from those in power. High turnover rates: Employees who feel powerless or mistreated are more likely to seek employment elsewhere, leading to higher turnover rates and increased costs associated with recruiting and training new staff. Erosion of trust: Power imbalances can erode trust between employees and management, as well as among colleagues. When individuals perceive that power is being abused or unfairly wielded, it undermines trust in the organization's leadership and its commitment to fairness and equity. Legal and reputational risks: Organizations that tolerate or perpetuate power imbalances may face legal repercussions, such as lawsuits alleging harassment or discrimination. Additionally, negative workplace dynamics can damage the organization's reputation among both current and potential employees, as well as clients or customers.

Overall, power imbalances in the workplace can have far-reaching negative consequences, impacting not only individual employees' well-being but also the organization's culture, performance, and reputation. It's essential for organizations to promote a culture of transparency, fairness, and accountability to mitigate these risks and foster a healthy work environment for all employees. 3) What steps should Janey take do to counteract the power struggle that is occurring with her new manager? To counteract the power struggle with her new manager, Janey should consider taking the following steps: Assertive communication: Janey should communicate her boundaries and concerns to her manager. She can calmly but firmly express her inability to stay late or tolerate unfair treatment, citing her prior commitments and emphasizing her dedication to her work. Document incidents: Janey should meticulously document instances of unfair treatment, bullying behavior, and inappropriate demands made by her manager. This documentation will serve as evidence if she needs to escalate the issue to higher authorities or seek support from HR. Seek support: Janey should reach out to HR or a trusted colleague to discuss her concerns and seek guidance on how to address the power struggle. A support system can provide Janey valuable advice and encouragement during this challenging time. Know her rights: Janey should familiarize herself with her rights as an employee, including policies related to harassment, discrimination, and work hours. This knowledge will empower her to advocate for herself effectively and navigate the situation with confidence. Consider escalation: If the situation does not improve despite Janey's efforts, she may need to escalate the issue to higher levels of management or HR. This could involve filing a formal complaint or grievance, using the documented evidence she has gathered to support her case. By taking proactive steps to assert herself, seek support, and advocate for her rights, Janey can effectively counteract the power struggle with her new manager and work towards resolving the situation in a constructive manner. 4) Based on the material you learned in the course till now, express and explain your opinion about the following famous quote about power shown in "Leaders become great, not because of their power, but because of their ability to empower others.” Excerpt From: John C. Maxwell. John C. Maxwell's quote, "Leaders become great, not because of their power, but because of their ability to empower others," resonates deeply with the principles of effective leadership taught in organizational behavior courses. This quote

emphasizes the transformational aspect of leadership, highlighting that true greatness is not achieved through exercising authority or control over others, but rather through the ability to inspire, support, and uplift those around you. In organizational behavior, we learn that effective leaders foster a positive work environment where individuals feel valued, motivated, and empowered to contribute their best efforts. They cultivate a culture of trust, collaboration, and innovation by empowering their team members to take ownership of their work, make decisions, and pursue personal and professional growth. Leaders who focus solely on their own power often create toxic and dysfunctional work environments characterized by fear, micromanagement, and disengagement. In contrast, leaders who prioritize empowering others build strong, cohesive teams capable of achieving exceptional results. This type of leader creates mutual understanding amongst employees too uplifting both oneself and employees. Moreover, empowering others is not just about delegating tasks or sharing responsibility; it's about nurturing the potential of each individual, recognizing their strengths, and providing them with the support and resources they need to succeed. By investing in the development and well-being of their team members, leaders can unlock their full potential and drive organizational success. In conclusion, John C. Maxwell's quote highlights a fundamental truth about leadership: greatness is not measured by the extent of one's power, but rather by the ability to empower and inspire others to reach their highest potential. This perspective aligns closely with the principles of effective leadership taught in organizational behavior courses, emphasizing the importance of fostering a culture of empowerment, collaboration, and growth within organizations.

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OB week 7 assignment

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