How Effective Managers Harness Their Power - Essay Example

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The present essay entitled "How Effective Managers Harness Their Power" dwells on the “pervasive corporate knowing-doing gap”, plaguing managers, which consequently affect their effectiveness and efficiency in the context of “getting things done” in companies. …
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How Effective Managers Harness Their Power
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Download file to see previous pages The article makes three main points. First, referring to researchers who have dealt with the problem, the authors identify 'active nonaction' as a pervasive managerial hazard that limits efficient and effective performance. In this sense, they agree with Jeffrey Pfeffer and Robert Sutton, in the need to cultivate 'purposeful action', which they defined as the "[c]onsistent, conscious, and energetic behavior that shows 'a bias for action'" (cited in Bruch and Goshal 2005). Second, however, they critique Tom Peters and Robert Waterman's prescription of "ready, fire, aim", which focuses on experimentation and flexibility, arguing that the aforementioned prescription relies on an outward orientation, which ignores the real problem at the core of which is the individual (cited in Bruch and Goshal 2005). Instead, they suggest their own prescription that focuses two factors: "energy" and "focused behavior", providing a typology of managers based on these factors. In this sense, they argue that the crucial 10 percent of managers that exhibit purposeful action are those that possess both energy and focused behavior. Last, the authors argue that willpower, distinguished from the superficiality of sheer motivation, is what allows purposeful managers to maintain energy and focused behavior. ...
By focusing on the individual, rather on the external factors that affect behavior, however, the authors provide managers with ambitious goals that, as they themselves acknowledged is neither easy nor intuitive. In this sense, while the first two steps provided - creating space for autonomous action and instilling organizational process - can be readily achieved, the last step, which is crucial in maintaining purposeful action, will be met with difficulties and require a more massive change in the organization, which affects not only managers and their subordinates, but their superiors as well.
Nonetheless, the article's claims cannot be ignored because despite the difficulties it will impose on managers with regard to implementation, the authors make logical arguments with regard to purposeful action. Thus, this should provide managers, as well as their superiors, with crucial insights both in the manner that managers should go about their daily tasks to ensure that they conduct purposeful action and encourage their subordinates to do the same; as well as the manner that senior executives and hiring managers should choose managers that exhibit purposeful action, as illustrated by the typology provided by the article, as opposed to the frenzied manager. ...Download file to see next pagesRead More
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