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

2. Interdependence and Role Relations
You and Your Boss
Interdependence and Role Relations

3. 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

4. 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.

5. 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

6. 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.

8. 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)

9. Jamie Turner