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Four Sources of Personal Organizational Power
Power in an organization comes mainly from two factors: personal attributes and the person’s formal position – who are you vs where are you. (Note: this is not about organizations with strong chains of authority and communication, such as the military or the police that is based on rank. Although other non-military organizations have a hierarchy of authorities, are not as rigidly enforced as in the military.)
There are four specific characteristics that we should discuss in the scope of who you are:
1. Your expertise – Knowledge of specialized work is a great advantage because it removes the limits of background, formal education, or what you know. In other words, if you are an expert in doing the work of the organization, you have some personal power based on your expert knowledge and everyone recognizes it.
The problem associated with this characteristic is when higher ranking people are brought in from outside, they may have to rely on lower ranking people who have more working knowledge. This can give the subordinate an influence (probably temporary) in the organization that seems disproportionate to his position, which is typically of a low profile and almost “invisible”.
The danger for the staff person is that the new boss will quickly settle on the new position and will have a better perspective of what is happening around him/her. At that point, he/she will be able to review the actions of the subordinate and judge whether they acted in the best interests of the new boss or not.
2. Your personal attraction – desirable characteristics seen in you by those around you. These include charisma, pleasant behavior and physical characteristics
Charisma – defined as ” A rare personal quality attributed to leaders who arouse fervent popular devotion and enthusiasm. Magnetism or personal charm: a television news program famous for the charisma of its anchors. “*
Although that definition may make this trait more of a gift from God than something an individual can influence, research indicates that there are some intentional behaviors that can lead to a “charismatic perception” by others:
- Express a vision for the organization that inspires others
- It incurs personal sacrifice and even risk while pursuing that vision
- Advise or support the use of non-traditional methods to achieve goals
- Have a seemingly uncanny feeling for what is possible and be very aware of the timing in relation to the important issues in that vision
- Most important of all – show sensitivity to the needs and problems of members.
Pleasant behavior – the characteristics necessary to develop and sustain friendships that include at least:
- It supports an open, honest and loyal relationship
- Be perceived as emotionally accessible – a good listener
- Provide unconditional and positive respect and acceptance. (“I may not approve of what you did, but I’m still your friend”).
- Make certain sacrifices if the relationship requires it
- Be really sympathetic or empathetic as the situation calls for
physical characteristics – Obviously, someone cannot do much about their innate physical characteristics, but they can do something about their clothing and care. Many times, the contrast is very impressive.
Remember the saying that “you only have one chance to make a good first impression” and the fact that, whether justified or not, many people make snap judgments of others based on their appearance. Make sure to give yourself all the advantages you can from a physical aspect point of view.
What can you do to improve your personal attractiveness in these three areas?
- Charisma – how can you become more charismatic?
- Pleasant behavior – how can you demonstrate more pleasant behavior?
- What can you do to change your personal characteristics to conform more to the culture without losing your individuality?
3. The amount of effort you put into your work. The more that you are seen as reliable, ready to “go the extra mile”, or to stay late to help with unexpected work tells people that you are an above average person; that is, the “team player” that every group needs to succeed.
A high degree of personal effort is valued in the organization because it gives the perception that the individual is reliable, persistent, and can be counted on to “go the extra mile” – (however that nebulous phrase is defined). a business climate where schedule flexibility in the midst of a rapidly changing environment is critical.
Unfortunately, this trait can also be a double-edged sword for the practitioner if this willingness to do “whatever it takes” is perceived by some as the departmental doormat.: the person who does all the work that no one wants or will do and does not have the strength to do it for himself and to say no.
In this case, we recommend showing the willingness to exert the extra effort, but also be strong enough to ask for some exchanges. “If I work late tonight to help you, can I leave early tomorrow to watch my son’s Little League baseball game?”
4. “Compliance” act in accordance with the norms and values of the organization. The more you act the “way we expect” here at our company, the more we will accept you into our culture. The deeper you become immersed in our culture means more influence (power) you are likely to have with us.
The more you try to conform or “fit in” with an organization means the more influence you are able to gain. This is much more than following the dress code and policies you received during the orientation process, it means taking the time to understand the culture.
There are organizational stories of legendary efforts (“Ray was at work for 72 hours during that hurricane 3 years ago”) or decisions made that emphasize the company’s values (“Although we were able to double our market share, we had to compromise on quality”) what help define culture?
If the company is called, “the company to own, the place to work, the neighbor to have”, What does this mean for you as a new employee? What does it tell you about the company’s values? How do you understand that the phrase can increase your ability to comply and gain influence as a strong supporter of the company’s vision of itself?
Suppose your employer was an insurance company and the founders decided that for someone to be promoted above a certain level anywhere in the company, they must meet certain industry requirements for professional certification .
“But I’m in HR and I don’t deal with customers! Why should I have that certification?” you can ask. The answer would be that the founders wanted to ensure that every employee above a certain pay level shared the same knowledge of the industry and the need for customer service. This means they will be more focused on the company as a whole instead of their functional department within it. In the minds of the founders, it is a way to ensure a strong corporate culture.
If you were to protest strongly that it does not make sense in today’s world, regardless of what the founders thought fifty years ago, you could seriously threaten your credibility and subsequent influence in the organization. This is not to say that speech should be discouraged, but rather that an individual should be required to “pay his dues” before he can speak with any legitimacy in the culture.
Focus on these four sources of organizational power for 12 months consistently and you will be pleasantly surprised at your career potential a year from now!
* The American Heritage Dictionary of the English Language, Fourth Edition
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