Announcements Reduced load (one reflection question; one reading) Discussion board Detailed study guide by next week Progress on projects? Questions?

Interdependence and Role Relations You and Your Boss Interdependence and Role Relations

Becoming the Boss Manager’s wield authority? Web of relationships Power comes from your position? Credibility counts Control your subordinates? Empower not control Treat subordinates differently? Equity matters; focus on team-level

As a boss, don’t depend on formal authority to get things done.. People want more than a formal authority based relation: do you care about me? Do you want to help me grow? They disagree with you They think other things are more important They don’t understand what you want: impossible to give instructions that are so explicit as to obviate need for judgment Circumstances may change, robbing your directive of force. Many hate being bossed around. No compliance because of confusion Cannot generate genuine commitment or change or elicit others’ knowledge Being the sole boss places an impossible burden: now you have to be right all the time.

How to use authority: As a two-way relationship: give and take Apply ethical judgment Use authority sparingly Involve others; act transparently; delegate authority When to use authority: When swiftness of decision is needed/emergencies When group members cannot reach agreement To maintain group standards and norms To set useful boundaries (use goals; emphasize group standards; budgets; policies) To focus peoples’ attention on what’s really important

Sources of Power Legitimate – This comes from the belief that a person has the right to make demands, and expect compliance and obedience from others. Reward – This results from one person's ability to compensate another for compliance. Expert – This is based on a person's superior skill and knowledge. Referent – This is the result of a person's perceived attractiveness, worthiness, and right to respect from others. Coercive – This comes from the belief that a person can punish others for noncompliance.

Tasks Describe the context, the players, their motives. What is going on here? Is there a problem? What’s the nature of the problem? What is your plan of action? Long-term Short-term (i.e., in the meeting that is coming up)

Jamie Turner