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Authority, leadership and followership
Leadership power and authority
Authority, leadership and followership
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Scenario Jeanine works at a day care “A Place of Our Own” for over 11years. It is a private school. It used to be a great place to work. They were given raises annually, bonuses and extra time off. The company even sent their entire staff on a cruise to Cajun, all expenses paid. The manager, Jill use to be a servant and transactional leader but now her position has changed to authoritarian. The employee’s moral was great, they thought they would work there until they retired. Within the past year six employees have quit. Jeanine is working in two positions and longer hours. She is tired, angry, and do not feel appreciated. She needs a raise now or she may quit.
Case study
This paper will discuss how Jeanine should negotiate with her manager Jill for a raise. It will also discuss how Jeanine’s manager should negotiate with Jeanine to give her the raise she deserves. There are two conflict styles involved, man verses self and man verses society. The leadership style is servant, parental and authoritarian. The negotiation method is integrative.
Jeanine’s conflict is man verses society and man verses self. She is passionate about her job and the people she work with. She is a servant and parental leader. She always focus on the growth and well-being of the children and staff. She seems to take care of everyone but
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If she applies the strategies and tactics recommended she should have no problem negotiating for a raise. Everyday negotiation take place on many levels. Negotiation is a central part of life at work. The outcome of any negotiation is a function of the process used to get there. She needs to step back and gain perspective of the situation. Through mutual inquiry, people learn from their negotiations and carry these lessons into the future. It is not easy to negotiate for a raise but if both parties can find a common ground the outcome can be a win-win (Greer, C.R. & Plunkett,
The main conflict is Ellen’s inner conflict and the effect that her repressed feelings have on her life and her attitudes.
Many situations present the important synchronization of internal versus external negotiations. Many individuals have studied how each side in the negotiation is able to manage the internal opposition to agreements being negotiated. This can also be known as “on the table”, or what exactly is on the line in a heated argument. Each individual involve in an argument has a particular position to be managed, and often times own personal interests are widely expressed. This paper will expand upon the case of Fischer collecting needed funds from Smith with proposals and ideas for a manageable negotiation.
I work for a school district IT department that includes 43 employees. We have three administrators, two of whom directly supervise the 43 employees. I have worked in three different positions for the school district, two of which were in our department. Working in these different positions has given me the opportunity to see our department from a few different perspectives. It is my belief that our department has a problem with employee satisfaction and morale.
Negotiations styles are scholastically recognized as being broken down into two general categories and those are distributive bargaining styles and integrative negotiation styles. Distributive bargaining styles of negotiation are understood to be a competitive type of negotiation. “Distributive bargaining, also known as positional bargaining, negotiating zero-sum, competitive negotiation, or win-lose negotiation, is a type or style of negotiation in which the parties compete for the distribution of a fixed amount of value” (Business Blog Reviews, 2011). This type of negotiation skill or style approach might be best represented in professional areas such as the stock market where there is a fixed goal in mind or even in a garage sale negotiation where the owner would have a specific value of which he/she would not go below. In contrast, an integrative negotiation approach/style is that of cooperative bargaining, or win-win types ...
I have worked for a non-profit agency for approximately 4 years. The agency is funded by the state of Ohio under the Department of Children and Families. In 2012, the agency was expanded and now consists of approximately 55 employees. Employees range from an Executive Director, seven Supervisors, and other support staff. Prior to 2012 the agency served only up to 200 children and families and the expansion created no cap to referrals that now average upwards of 600 children. With this expansion came many new employees and supervisory changes to the agency.
In the beginning, Ms. Geis would quietly sit quietly during entire managerial team meetings, but now she is more confident in her abilities, position, and will speak up. “Now I give my opinion or raise questions to ask. Sometimes, I may raise a concern that gives ...
Lewicki, R. J., Saunders, D. M., & Barry, B. (2006). Negotiation Readings, Exercises, and Cases Fifth Ed. Bill Brubaker, Mark Asher, A Power Play for Howard Negotiation (pp. 616-626). New York, NY: Mcgraw-Hill Irwin.
“It is Tuesday morning and Mary is sitting at her desk, when she overhears a co-worker talking about her to other employees. This situation bothered Mary because the person that was talking about her she called a friend. Mary let the matter go however, later that day returning to her disk from lunch she notices in big bold letters “MARY IS A LOSER”. Co-workers begun to laugh a few even bumped into her well walking past. Just before it was time to go home she heard the same co-worker from earlier lie and tell other co-workers Mary would talk about them behind their
This case study demonstrates a young woman leader, Toby Johnson, who used to serve in the military as a pilot and attended Harvard Business School, joined PepsiCo’s Leadership Development Program (LDP), and was working in the management team at the Williamsport plant. She determined to forge ahead, and led the plant to achieve the Level 3 CI and also won the Doolin Award, which the Williamsport plant had never achieved before. The problem that Johnson encounters currently is that if the plant should continue to forge ahead and achieve the ultimate Level 4 CI, which will cost huge amount of money and efforts with the risk of her sudden leave of plant.
In this essay, agreements and disagreements to “Leaders cannot change their style” will be deeply looked at and different models will be discussed in details as follow.
Jean is a wife of a powerful man. Based on her husband word and actions, image and work are his primary concerns. In the beginning, Jean say that " Rick spent dinner on his phone most of the night and not showing Jean an attention." He Mentions that he thinks Jean is jealous of Karen, who works closely with Rick. Later, while Jean is extremely emotional and upset because rick doesn't take her seriously and shuffles her off to bed so he can work on his image and how voters will respond to the robbery. Moreover, this shows that Jean does not have any responsibilities or any true friends throughout the film. The character of Jean Cabot allowed her past to interfere with her life during the whole movie. For example, when Jean and her husband Rick SUV was stolen by two black men with guns; Jean wouldn't let it go she always had something to say about it. Jean was the type of character that try to make others feel how she feel and also try to make others characters feel sorry for her. Most of Jean's fear would come from her personal problems. However, Jean's blind fear, anger and her emotions are a result of how alone she feels. For the most part Jean does not even exhibit interpersonal immediacy with others. Therefore, Jeans perception with herself is consistent with the way others see her
For the workers who were not one of her favorites, they were expected to work harder to not get criticized. Even if they did a great job, they were not rewarded any recognition for a job well done. However, for those who were the favorites, they could get away with doing substantially less. These employees were allowed to do a poor job. This favoritism did not earn my supervisor any respect from me. I basically saw her as a teenager in high school wanting to be the leader of the cool clique.
John A., 2009. Not Bosses but leaders, How to lead the way to success.3rd ed. London: kogan page.
P. (1999). What Leaders Really Do: Motivating people vs. controlling and problem solving. In What Leaders Really Do (pp. 59-62). Boston, MA: Harvard Business School Press.
A company’s negotiation system should be integrated within its organizational culture. Negotiation is a considered as a win-win situations such as those that occur when two different parties are trying to find a mutually acceptable solution to a complex conflict (Lewicki, 2011.pg 6) According to Lewecky there at different types of negotiations where each [party can explain why bone side should get more than other. The distributive negotiation is mostly based on the premise that company’s resources are limited and often times can not distributive equally. Preparation, teaching, modeling and concluding are the main flow process for distributive negotiation. This specific type of negotiation will have a great impact within an organization especially