Professional Organizations Need Professional Management

Giblin, Edward J.
January 1978
Organizational Dynamics;Winter78, Vol. 6 Issue 3, p41
Academic Journal
This article argues that the importance of power-oriented behavior to managerial career success varies depending upon some factors that define the managerial jobs involved. I will try to show when and why power-oriented behavior promotes organizational health and effectiveness and when and why it does not. Managerial jobs can differ significantly with respect to how dependent a position they place the manager in and with whom. The pattern of dependence inherent in managerial jobs varies within organizations and across organizations in reasonably predictable ways. A limited number of factors seem to be closely related to that variance. An understanding of those factors can help one predict how much power-oriented behavior the incumbent of some managerial job will engage in. Within an organization, the amount of dependence in jobs tends to be related closely to the responsibilities inherent in those jobs. As one moves up the management hierarchy, dependencies tend to increase. They also increase with the number of people who report directly or indirectly to a manager and with the difficulty of replacing that manager or doing his or her job on a day-to-day basis. But just because dependencies tend to increase with managerial responsibilities does not guarantee that a low-level manager with few if any people reporting to him will have few dependencies. He could have many, some of them fairly subtle.


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