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Management-and-entrepreneurship-10AL61--->View question


Asked On2017-05-20 09:45:17 by:scribed

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A means of getting people to do what you want them to do. It is the means or method to achieve two ends: operating and improving. But there is more to influencing than simply passing along orders.

The example you set is just as important as the words you speak. And you set an example — good or bad — with every action you take and word you utter, on or off duty.

Through your words and example, you must communicate purpose, direction, and motivation. While “paternalism” is defined as (Webster): a system under which an authority undertakes to supply needs or regulate conduct of those under its control in matters affecting them as individuals as well as in their relationships to authority and to each other. Thus paternalism supplies needs for those under its protection or control, while leadership gets things done.

The first is directed inwards, while the latter is directed outwards. Geert Hofstede (1977) studied culture within organizations. Part of his study was on the dependence relationship orPower Difference — the extent to which the less powerful members of an organization expect and accept that power is distributed unequally. Hofstede gave this story to illustrate this Power Difference: The last revolution in Sweden disposed of King Gustav IV, whom they considered incompetent, and surprising invited Jean Baptise Bernadotte, a French general who served under Napoleon, to become their new King. He accepted and became King Charles XIV. Soon afterward he needed to address the Swedish Parliament. Wanting to be accepted, he tried to do the speech in their language. His broken language amused the Swedes so much that they roared with laughter. The Frenchman was so upset that he never tried to speak Swedish again. Bernadotte was a victim of culture shock — never in his French upbringing and military career had he experienced subordinates who laughed at the mistakes of their superior. This story has a happy ending as he was considered very good and ruled the country as a highly respected constitutional monarch until 1844. (His descendants still occupy the Swedish throne.) Sweden differs from France in the way its society handles inequality (those in charge and the followers). To measure inequality or Power Difference, Hofstede studied three survey questions from a larger survey that both factored and carried the same weight:

o Frequency of employees being afraid to express disagreement with their managers.

o Subordinates' perception of their boss's actual decision making style (paternalistic style was one choice).

o Subordinates' preference for their boss's decision-making style (again, paternalistic style was one choice). 

He developed a Power Difference Index (PDI) for the 53 countries that took the survey. Their scores range from 11 to 104. The higher the number a country received, the more autocratic and/or paternalistic the leadership, which of course relates to employees being more afraid or unwilling to disagree with their bosses. While lower numbers mean a more consultative style of leadership is used, which translates to employees who are not as afraid of their bosses. For example, Malaysia has the highest PDI score, being 104, while Austria has the lowest with 11. And of course, as the story above illustrates, Sweden has a relative low score of 31, while France has a PDI of 68. The USA's is 40. Note that these scores are relative, not absolute, in that relativism affirms that one culture has no absolute criteria for judging activities of another culture as “low” or “noble”.


Answerd on:2015-12-02 Answerd By:scribed

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Direct personal contact – according to this principle co-ordination is best achieved through direct personal contact with people concerned. Direct face-to-face communication is the most effective way to convey ideas and information and to remove misunderstanding.

Early beginning – co-ordination can be achieved more easily in early stages of planning and policymaking. Therefore, plans should be based on mutual consultation or participation. Integration of efforts becomes more difficult once the unco-ordinated plans are put into operation. Early coordination also improves the quality of plans.

Reciprocity – this principle states that all factors in a given situation are interdependent and interrelated. For instance, in a group every person influences all others and is in turn influenced by others. When people appreciate the reciprocity of relations, they avoid unilateral action and coordination becomes easier.

Continuity – co-ordination is an on-going or never-ending process rather than a once-for-all activity. It cannot be left to chance, but management has to strive constantly. Sound co-ordination is not fire-fighting, i.e., resolving conflicts as they arise. 


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