Power at work

Article Abstract:

Power is a critical but neglected (and often maligned) organizational tool. Power failure is a common cause of disappointment and despair in management situations. Managers should recognize that all power derives from eight sources: positional power, expertise power, charismatic power, implied coercive power, actual coercive power, influential power, applied pressure, and raw force. These eight sources form a concentric circle of power, with positional power the most stable (at the center) and raw force the least effective (in the outer ring). Most power failures begin with a collapse in the center ring, which managers must recognize and practice policies to ensure their positional power.

Usage, Executive ability, Control (Psychology)

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How to detect malingerers in the workplace

Article Abstract:

Employers should be alert to the problem of malingering, as this is an increasingly expensive trend with workers not only filing workers compensation claims on non-physical injuries, but actually winning settlements with less tangible, and easily faked, complaints. Malingerers can either exaggerate real injuries, or totally fabricate an illness, and are often 'trained' by medical books, doctors, and lawyers. Malingerers can be exposed through: careful documentation; lengthy, fast paced questioning which can lead them to contradict themselves; inconsistent behavior; clues from co-workers, family, doctors, and friends; and by a check into their history.

Malingering

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How to express appreciation

Article Abstract:

Managers seldom thank their employees for doing a good job. Such expressions of appreciation are the most neglected aspect of management. Managers should commend their employees for doing something well: the praise should be specific and deserved and it should be timely and not overdone. Such manifestations of appreciation will improve morale, thereby boosting productivity.

Methods, Employee morale, Supervision of employees, Employee supervision, column

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