- •Ministry of finance of ukraine
- •Hr managers
- •Preface
- •Unit 1 what is human resource management?
- •Vocabulary 1
- •The nature of human resource management
- •Vocabulary 2
- •What are hrm programs aimed at?
- •A partial list of tasks and ksAs for the position of regional sales manager
- •Vocabulary 1
- •Text 4 Forecasting Demand for Employees
- •Unit 3 human resource planning: forcasting supply of employees
- •Vocabulary 1
- •Text 5 Forecasting supply of employees
- •Vocabulary 2
- •1. Read text 6 and think of the suitable title. Text 6
- •Comprehension check.
- •Steps in writing a summary
- •Here are a few tips for you about writing a summary and some useful expressions
- •Unit 4 Recruiting
- •Text 7 The Purposes of Recruiting
- •Vocabulary 1
- •Unit 5 Selecting employees: part 1
- •Vocabulary 1
- •The application
- •Vocabulary 2
- •Unit 6 Selecting employees: part 2
- •Vocabulary 1
- •The Interview
- •Job interview questions for selection of managers
- •Vocabulary 2
- •He looks quite good on paper.
- •Vocabulary 3
- •Unit 7 Selecting employees: part 3
- •Unit 8 Orientation and training: part 1
- •Vocabulary 1
- •Text 13 Orientation
- •Text 14 training
- •Text 15 Training Needs
- •Unit 9 Orientation and training: part 2
- •Text 16
- •Text 17 Evaluation of Results of Training
- •Vocabulary 1
- •Text 18 Objective Performance Measures
- •Vocabulary 2
- •Trait- and Behaviour-Based Dimensions of Performance Appraisals
- •Text 19 Subjective performance Measures
- •2. Comprehension check.
- •Text 20
- •Unit 11 Compensating employees
- •Vocabulary 1
- •Text 21
- •Text 22 Determining Compensation
- •Vocabulary 2
- •Unit 12 promoting, transferring and terminating employees
- •Vocabulary
- •Text 24 promotions and transfers
- •Text 25 termination
- •Text 26
- •Unit 13
- •Texts for self-study
- •Teamwork Makes eds an Information Powerhouse
- •Text 2 the nature of groups and teams
- •Benefits of Teams
- •A model of work group effectiveness
- •Text 5 Types of Groups
- •Text 6 Size and composition of Groups
- •Text 7 Stages of Group Development
- •Text 8 Group Norms
- •Development and socialization of group Norms
- •Text 10 Group Roles
- •Text 11 problems in groups
- •Text 12 what is motivation?
- •Text 13 The Importance of Motivation
- •Motivation and job design
- •Text 15 Flexible-Scheduling Strategies in Work Design
- •Text 16 Paying for Performance
- •Text 17 the nature of leadership
- •The Sources of Power
- •Trait approach to leadership
- •Table 5
- •Text 20 contingency theories of leadership
- •Text 21 Fiedler's Contingency Theory
- •Path-Goal Theory
- •Vroom-Yetton-Jago Participation Model
- •Current trends in the study and practice of leadership
- •Leader-Member Exchange Theory
- •Charismatic Leadership
- •Transactional versus Transformational Leadership
- •Tapescripts
- •The importance of human resource management
- •Glossary
- •Integrity tests
- •Trait appraisal
- •Кучина Наталя Михайлівна англійська мова для майбутніх управлінців людськими ресурсами
The Sources of Power
(1) There are eight major sources of power: legitimate, reward, coercive, expert, referent, charisma, information, and affiliative.
(2) Legitimate Power. Legitimate power comes from a person's formal position in an organization and the authority that accompanies that position. The contractual relationship between employees and managers, for example, grants managers legitimate power to influence certain kinds of behaviour. However, this kind of power may be limited by the formal contract - for example, when an employee refuses to do anything more than what the specific job description dictates. Thus, using a "do it because I'm the boss" approach may limit a manager's capacity to lead.
(3) Reward Power. Reward power stems from a person's ability to bestow rewards. This, too, is an organizationally based source of power because companies generally grant managers the right to assign formal rewards, such as bonuses, days off, and promotions. Managers can also use social rewards, such as praise and recognition. Effective leaders learn that the creative use of informal rewards together with formal ones enhances their ability to lead. For example, at Buckman Laboratories, an international chemical producer, managers have a formal financial bonus system they can use to reward good performance. They also have small boards in each department where employees can post a note of thanks or recognition for the help they received or the good job someone did.
Table 3
(4) Coercive Power. Coercive power, another organizationally based source of power, is derived from a leader's control over punishments or the capacity to deny rewards. Leaders who demote, berate, withhold an expected pay increase, or threaten someone with a poor job assignment are using coercive power. Physical coercion was common in many businesses prior to the 20th century, while psychological and emotional coercion are more commonly used forms of negative influence today. Linda Wachner, CEO of clothing manufacturer Warnaco and one of Fortune magazine's toughest bosses, once called a group of executives "eunuchs" in a business meeting, and told the new company president he had to fire some people "so they'll understand you're serious. Although regulations and laws limit a leader's ability to use coercive power, it is still all too common in many business settings. However, the use of punishment to gain compliance has the negative side effect of creating hostility and resentment toward the punisher and possibly reduced dedication to an organization. While some still cling to the model of the hard-nosed executive boss, many CEOs see the use of coercion diminishing in favour of more positive sources of power.
(5) Expert Power. Expert power is derived from a person's special knowledge or expertise in a particular area. The mechanic fixing a piece of equipment would probably have more expert power in that technical area than would a CEO. Professors and researchers rely mostly on expert power. Managers who wish also to be leaders learn to develop and use this personal source of power more than the formal sources.
(6) Referent Power. Referent power results when one person identifies with and admires another. Referent power cannot be granted by organizations; it is a personal source of power you develop on your own. Through friendly communication, sharing of information, and mutual rewarding, close interpersonal relations and even friendships develop. In such relationships, the employee may want to please the manager or some other person simply because it gives both of them pleasure or satisfaction. We do things for our friends, simply because we like them, that we won't do for others.
(7) Charisma. People with charisma, another personal source of power, seem to inspire admiration, respect, loyalty, and a desire to emulate, based on some intangible set of personality traits. Charismatic leaders are often distinguished by two characteristics: They are usually excellent communicators, and they make people feel more secure and more powerful in themselves. Like referent power, charisma cannot be granted by an organization.
(8) Information Power. Information power requires having access to important information that is not common knowledge, or having the ability to control the flow of information to and from others. The information may come from formal organizational sources or informal reciprocal relationships. People at all levels of an organization can have this source of power; indeed, it is not uncommon for a CEO's secretary to be one of the most influential and powerful employees in the company. Information power may be organizational or personal.
(9) Affiliative Power. Afflliative power comes due to a person's association with someone else who has some source of power. It is "borrowed" from that person and works only when those being influenced are aware of the association and recognize the power of the person from whom the power is being "borrowed."
1. Arrange the statements in the order they appear in the text (paragraphs 2 – 9).
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Personal power that results when one person identifies with and admires another.
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An organizationally based source of power derived from a leader’s control over punishments or the capacity to deny rewards.
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Power that is a result of having access to important information that is not common knowledge, or of having the ability to control the flow of information to and from others.
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Power that is a result of a person’s association with someone else who has some source of power.
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The influence that comes from a person’s formal position in an organization and the authority that accompanies that position.
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The ability to inspire admiration, respect, loyalty, and a desire to emulate, based on some intangible set of personality traits.
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Power or influence derived from a person’s special knowledge or expertise in a particular area.
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Organizational power that stems from a person’s ability to bestow rewards.
2. Find in the text English equivalents of these words and phrases.
1. джерело |
11. супроводжувати |
21. просування по службі |
2. законний, легальний |
12. надавати владу |
22. похвала |
3. пов'язаний з винагородою |
13. обмежений |
23. визнання |
4. примусовий |
14. вивішувати записку з подякою або визнанням |
24. покарання |
5. експертний, кваліфікований |
15. відмовлятися |
25. відмовляти у винагороді |
6. референтний |
16. підхід |
26. понижувати в посаді |
7. харизм, чарівність |
17. нагороджувати |
27. лаяти, сварити, висловлювати незадоволення |
8. інформаційний |
18. призначати винагороди |
28. притримувати підвищення зарплати |
9. афіліативний |
19. премія |
29. погрожувати, залякувати |
10. походити з (3) |
20. вільний від роботи день |
30. примус, примушування |
31. раніше, до |
46. непоступливий керівник |
61. невловимий |
32. керівник, адміністратор |
47. зменшення |
62. особистісна риса |
33. жорсткий |
48. на користь |
63. відрізняти, виділяти |
34. євнух |
49. компетенція |
64. чудовий, відмінний |
35. приписи, правила |
50. установлювати; лагодити, ремонтувати |
65. почуватися упевненим і сильним |
36.загальноприйнятий, розповсюджений |
51. покладатися на |
66. доступ |
37. бізнес-середовище |
52. виникати, бути результатом |
67. потік інформації |
38. одержувати згоду |
53. ототожнюватися з |
68. взаємний, двосторонній |
39. побічний ефект |
54. захоплюватися |
69. нечастий |
40. ворожість; неприйняття |
55. задоволення (2) |
70. впливовий |
41. обурення; почуття образи |
56. уселяти |
71. спілкування, дружба, близькість |
42. зменшена відданість |
57. замилування |
72. позичати, запозичати |
43. залишатися вірним |
58. повага |
73. усвідомлювати; знати |
44. взаємний |
59. вірність, відданість |
74. визнавати |
45. догоджати |
60. бажання перевершити |
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3. Are these statements true or false? Correct the false ones.
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The official contract between employees and managers may restrict managers’ legitimate power.
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Using a "do it because I'm the boss" approach may broaden a manager's capacity to lead.
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Managers cannot use social rewards.
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The creative use of informal rewards together with formal ones improves leaders’ ability to lead.
-
Leaders who promote, praise, or give an expected pay increase are using coercive power.
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Psychological and emotional coercion is rarely used today.
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Because regulations and laws restrict a leader's ability to employ coercive power, it is unusual in most business settings.
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The use of punishment may create antagonism and anger toward the punisher and reduce commitment to an organization.
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Managers who wish to be leaders learn to develop and employ expert power.
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By means of friendly interpersonal relations, the employee may want to please the manager or some other person.
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Charismatic leaders are rarely good communicators, but they make people feel more secure and more powerful in themselves.
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It is not usual for a CEO's secretary to be one of the most influential and powerful employees in the company.
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Afflliative power works only when a person is aware of the association with someone else who has some source of power and recognizes the power of that person.
4. Answer the questions.
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What does legitimate power come from?
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Can an employee refuse to do what a manager orders?
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Why is reward power considered an organizationally based source of power?
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What formal rewards can managers assign?
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What kind of formal reward is used at Buckman Laboratories?
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What is coercive power derived from?
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How do managers use coercive power?
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Is physical coercion widespread now?
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What example does the text give to illustrate coercive power?
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Is the use of coercion on the increase now?
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What does expert power come from?
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Can you exemplify expert power?
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When does referent power arise?
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Why may the employee want to please the manager or some other person?
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Is charisma an organizationally based source of power? Why?
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What are two main features of a charismatic leader?
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What characteristics does a person with information power have?
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What does affiliate power come from?
5. Write a summary of the text.
TEXT 19