FINAL PAPER FOR CASE 2 MGMT 2 - Essay Example

Management includes wielding of power. The research centers on the powers of management. The research delves into the importance of managing the subordinates. Management success is grounded on proper power wielding. I. Job Description Overview I have a busy and challenging working life. I have been working in a bank for 4 years. The bank’s name is Nam A bank. Now, I am working as manager of the management and operation department for credit field. I manage all affairs that are related to credit procedures after appraisement.

In addition, I manage all the loan documents, organize profiles, manage loan recoveries, and coordinate with other departments for any related credit procedures, developing new products. Lastly, I assign tasks, monitor, and evaluate my subordinates. II. Interpersonal power A. Position-based power 1. Legitimate power I had legitimate power. Ginger Levin (2010) emphasized that power includes assigning jobs to my subordinates. In the line and staff organization, the subordinates are required to implement their superior’s instructions.

During the implementation, the subordinates must not perform acts that will trigger a conflict with the laws of the land or organizational goals, policies, and objectives. One of my functions is to assign the subordinates to prepare the required information and contract to fit the requirements of the company’s pampered current and prospective clients. The power includes requiring the subordinates to notify and disburse money to the borrower as well as collecting the clients’ debts. The other responsibilities of the subordinates include implementing my instructions to manage and monitor the current and prospective clients’ loan profiles after lending.

Sometimes, I also request my subordinates to collect debts owed by the company’s clients. The job entails updating the interested officers, board of directors, and other interested parties with the loan balances and collections. The job entails requiring the subordinates to report the results of their work. The work results generally serve as basis information to evaluate them for performances with assigned jobs. The power includes having authority to help or guide the subordinates on the most effective and most efficient strategies of implementing the superior’s instructions. 2. Reward power On a monthly basis, I have the power to reward subordinates who meet or excel both my workplace benchmarks and the company’s preset standards.

Based on my employees’ job performance, I give them rewards for meeting my established standards. My standards include instructing the subordinates to comply with the bank’s provisions and regulations. One of my main responsibilities is the assessment of the work of my immediate workplace subordinates. The assessment of my subordinates is one of my major activities. I am instrumental in determining the winners of the current period’s employment awards. I use the standardized employment evaluation criteria give fair and unbiased evaluation of my subordinates’ current and prior employees’ grade criteria.

My job evaluation benchmark is the basis for promoting the employees during each quarter. In addition, the employees’ work performance evaluation results are the basis for my determining who will be sent to the seminars for retraining. For example, the employees who consistently do not meet the quota will be required to attend retraining. In the same manner, the employee’s high quality and quantity work evaluation results will persuade me, their superior or immediate head, to increase the employee’s salaries, wages, and other benefits.

I think it is not a biased act to present the employee showing the best achievement the “best employee of the month”. One of my more popular employee awards is the most improved employee award. The award can also include the most energetic employee award and the most popular award. In contrast, all my subordinates who fail to complete their assigned tasks and responsibilities will receive unfavorable actions from me and other interested parties within the organization. Employees who commit errors or who do generate an overall lackluster job outputs or commit errors or frauds will be given a failing grade (Levin 2010). 3. Coercive power I have the coercive power to reprimand my subordinate employees who do not comply with their assigned tasks or responsibilities.

Compliance includes resolving any problems or situations that may trigger a delay in the employees’ compliance with established quantity benchmarks and quality standards. In case of the employees’ noncompliance with my preset standards, the employees violations or substandard output will be reported directly to the leaders of the laboratory or other related departments for resolution or processing. In addition, if it is within the territories of managers, the department managers must discipline the erring or fraudulent subordinate.

Discipline includes imposing punishment and other penalties (fines, etc.). The penalties include the demotion of the employees, despite giving the erring subordinates enough time to inprove their current production quantity outputs. For example, in the case of subordinate employee collectors, I will evaluate the employees based on the quantity and quality of their collections. A subordinate who collects $100,000 from the company’s clients having outstanding balances will probably have a better employee collection evaluation grade, when compared to another employee who is able to collect a lower amount from the company’s clients.

In terms of my subordinates’ collection misdeeds, I normally penalize the employees who do not meet my collection benchmarks. Some employees steal money or violate other company policies on cash collections. Consequently, they are punished to prevent future repetitions. In addition, I will personally report those employees who regularly commit the same mistakes or fraudulent acts to the company’s board of director for appropriate disciplinary action (Levin 2010). B. Person based. 1. Expert power: I got my Bachelor’s degree in Economics from a university.

My major is financial banking. I worked as a loan executive. Consequently, I had a lot of experiences in this field. I understand the entire credit processing activities. I joined a group of core banking projects for almost a year. The core banking experience gave me the required expertise on the operations of the company’s financial management system. I have participated in formulating and implementing some new credit products and policies. In addition, I also participated in the credit information system to minimize the risks of the banking system.

Tucking a lot of experiences under my belt, I can help my subordinates and coworkers accomplish their current job responsibilities with flying colors (Levin 2010). 2. Referent Power I have participated in the core banking system. The one year participation is a better alternative to improve the quality and quantity database management system of the banks. The experiences I learned from joining the organizations’ current projects that the joining helped me retain the much needed knowledge for the successful implementation of the organizations’ goals and objectives.

The knowledge base includes the use of software, to know more about operating procedures of the organization’s software-based credit processing system. The software aids me to better monitor and control my company’s credit transactions, made by subordinates. I always do my best to maximize the benefits of all utility programs. The programs are used in managing transactions records, controlling bad debts, doing the management report, and to achieving the highest performance while working (Levin 2010). C. Structure/vertical power I have structure/ vertical power.

The power shows that I work as a leader of the helper group for credit field in the credit department. I cooperated with employees, assigning work, guiding some project and controlling the credit process of employees. I reported to the manager the results of my evaluation of employees. Besides that, I continue reporting daily reports to board of director about the results after automating the company’s system data (Levin 2010). D. Situational/ Horizontal Power I have situational/ horizontal power.

I worked with one staff at the company’s loan department. Each staff worked directly with their subordinate employees. We earned our Bachelor degrees. Our college major is economics. The credit manager managed and coordinated with all affected parties. The functions and duties of my organization’s departments are different. However, it is a closed process in the charge of loan department. The company’s loan department have to find customers and prepare a proposal to customers, also offers management.

My department is a group that helps customers by supplying them with relevant information, managing the organization’s database and the profiling of company’s customers. My department supports the loan department’s processing of the customers’ services as well. In terms of relevant experience, I had lots of meaningful experiences when I work in the core project so I can easily discuss with the manager of loan department for a good advice. The manager wants the subordinates to make everything work efficiently and effectively.

He wants me and the loan department manager to keep in touch during the work process to help if it is necessary. Once, I managed the organization’s two managerial positions for one week. The replacement occurred when Oprah, the loan department manager, met an accident. With my vast experiences, I comfortably fulfill all my assigned tasks, responsibilities, duties and responsibilities of both the temporary either position very well (Levin 2010). III. Critique When there is a violation of company policies and procedures or lackluster subordinate performance, I am constraint to avoid enforcing any penalties or accept the corresponding rewards for my subordinates,.

I have reported to my manager for judgment. Sometimes I can do that but just with a small violation or good result. With serious violations or bonus reward, (increasing the employees’ salary or vacation time) I must propose to the disciplinary council or Emulation Board the list of procedures. The procedures will go a long way to enhancing the current disciplinary decisions or determining with reasonable reward employees. For loan executives department, when employees fail to comply with their payment schedules, the transaction process must be scrutinized in order to create a more responsive management of my department.

I still cannot ask the staffs to speed up their assigned project responsibilities. I have to report to the head of the loan department to push the employees to keep up with progress not to influence the work of the whole department. IV. Power Strategy I have power strategy. I have the power to instruct my subordinates to increase my current power. I am working hard for my promotion. I use the social networking process to increase my power level. I attend related seminars to increase my chances of being promoted to the next level.

I am planning to enroll in an MBA course to bolster my chances of reaching the elite top management group (Levin 2010). Based on the above discussion, Management includes implementation of power. The management includes the use of different powers. Rewards and punishment are part of managements’ power. Indeed, management success is based on effective and efficient power wielding. Reference: Levin, G., 2010. Interpersonal Skills for Portfolio, Program, and Project Managers.

New York: Management Concepts Press.