von Martin Schelberg, PhD
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| [1.] Msc/Fragment 037 26 - Diskussion Zuletzt bearbeitet: 2014-12-24 08:21:57 Hindemith | BauernOpfer, Fragment, Gesichtet, Imparato 1995, Msc, SMWFragment, Schutzlevel sysop |
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| Untersuchte Arbeit: Seite: 37, Zeilen: 26-33 |
Quelle: Imparato 1995 Seite(n): 1 (internet version), Zeilen: - |
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| 5.1.1 Enthusiasm or power
As Dr. Imparato [15] sees, less-effective managers consider their power to get things done severely limited, since they believe that real power resides with top management. They say, "It doesn't pay to try to get things done until senior management gets its act together." They also believe that power comes from job titles and positions on organizational charts. Highly effective managers distinguish formal authority and power. Although they recognize that top management has more formal authority, they believe that power, like respect, is earned, not given out. Since these managers´ views, [sic] anyone can have power as the ability to influence people and get things done. [15] IMPARATO, N. Dr., professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition, Jossey-Bass Management, San Francisco, 1994, 324p., ISBN-10: 0787901830 ISBN-13: 978-0787901837 |
Dr. Imparato is professor of business, University of San Francisco, and consults on management. With Oren Harari, he published Jumping the Curve: Innovation and Strategic Choice in an Age of Transition (Jossey-Bass, San Francisco, 1994), from which this article was adapted. Phone (415) 666-6771.
[...] Creating power. Less-effective managers consider their power to get things done severely limited, since they believe that real power resides with top management. They say, "It doesn't pay to try to get things done until senior management gets its act together." They also believe that power comes from job titles and positions on organizational charts. Highly effective managers distinguish formal authority and power. Although they recognize that top management has more formal authority, they believe that power, like respect, is earned, not given out. Since these managers view power as the ability to influence people and get things done, anyone can have power. |
The source is mentioned at the beginning, but nothing has been marked as citation. |
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