Have the Power, Do the Thing

Krishna Pillai ()

Chapter Chapter 2 in Essence of a Manager, 2011, pp 23-38 from Springer

Abstract: Abstract A manager’s task is to elicit the necessary and sufficient actions from all those required to achieve a specific purpose. It is his social power which is a measure of his ability and capacity to mobilise actions from others. But it is his exercise of power which actually elicits actions. The exercise of power requires both direction and magnitude. Just the exercise of power and the generation of actions may not achieve his purpose. The actions could be misjudged or incorrect. The wrong actors may have been chosen. They may be incompetent or incapable. The actions may be unnecessary. Power can be dissipated if wrongly exercised. It is by the proper exercise of power that he can ensure that only those actions that are necessary are taken and that the actions taken are sufficient.

Keywords: Human Condition; Managerial Power; Motive Force; Hypothetical Scenario; Social Power (search for similar items in EconPapers)
Date: 2011
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-642-17581-7_2

Ordering information: This item can be ordered from
http://www.springer.com/9783642175817

DOI: 10.1007/978-3-642-17581-7_2

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().