mac. manager 2

8/7/2019 mac. manager 2

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by

Samyaak jain (26)

Professor : vipan kumar

Foundation of human skills


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DEFINATIONS OFMACHIAVELLIANISM

y characterized by subtle or unscrupulous cunning,deception, expediency, or dishonesty in order to get ahead.

y being or acting in accordance with the principles of government analyzed in Machiavelli's The Prince, in whichpolitical expediency is placed above morality and the use of craft and deceit to maintain the authority and carry out thepolicies of a ruler is described.

y Machiavellianism is a Personality trait of a Person. It isrelated with the concept of acquiring and using Power tomanipulate others.


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MACHIAVELLIANISM CONCEPTy can be used in both the directions of positive and

negative.

y positive direction to get the work done by thesubordinates and to contribute to the managerialeffectiveness is a beneficial concept to both themanagers and the organization.

y Negative direction when things go out of hand andmanagers show traits of a tyrant. Only dishonestmeans of getting work done are used.


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NICCOLO MACHIAVELLIy A n italian philosopher born on 3 rd may, 1469.y one of the main founders of modern political

science.y Machiavelli is most famous for a short political

treatise, The Prince published in 1532.y generations of politicians remain attracted and

repelled by the cynical approach to powerposited in The Prince and his other works.

Whatever his personal intentions, which are stilldebated today, his surname yielded the modernpolitical word Machiavellian the use of cunning and deceitful stratagem in politics.


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THE PRINCEy Originally published 1503

y Describes the method by which aprince (a ruler) can maintaincontrol of his realm.

y Most famous principlesy the end justifies the meansy unethical behavior is acceptable,

maybe even necessary, if it helpsmaintain or protect political power

y Some argue that this is not exactly what Machiavelli meant.


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OUR PRINCES


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Machiavellianismy Those scoring high in Machiavellianism:

y Tend to be cynical about others motivesy More likely to behave unsympathetically y Less willing to change their convictions under social

pressurey More likely to tolerate behavior that violates social

normsy More inclined to advocate the use of deceptioninterpersonally


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Four Characteristics ofMachiavellianism1. A relative lack of affect in interpersonal

relationships (lack of empathy for others).

2. A lack of concern with conventional morality (utilitarian rather than moral view) supportsremorseless and instrumentalist view of others.


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Four Characteristics ofMachiavellianism3. A lack of gross psychopathology (instrumentalist

rather than rational view of others) unhindered by

distortions of reality, able to take a calculatedanalytical view of others and situations.

4. Low ideological commitment (focus on task

completion rather than long-range ideologicalgoals) focus on personal goals instead of causedlarger then themselves.


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Studies Looking at Machiavellianismin the Workplacey If political behavior is perceived to benefit the individual,

group, or organization then it is believed that the endjustifies the means .

y Confidence and security, which may result from those whoconsider themselves politically skilled and subsequently actively involved in the organization, leads to lower jobtension and higher job satisfaction.

y Significant relationship found between M A CH IV scoresand absenteeism. High Mach employees may provide falseexcuses for absenteeism more often than Low Machemployees.


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The Mach IV Scale

y The best way to handle people is to tell them what they want to hear.

y When you ask someone to do something for you it is best to give the real reasons forwanting it, rather than reasons that carry more weight.

y A nyone who completely trusts anyone else is asking for trouble.

y It is hard to get ahead without cutting corners here and there.

y Honesty is always the best policy.

y It is safest to assume that all people have a vicious streak that will come out when giventhe chance.

y

Never tell anyone the real reason you did something unless it is to your benefit to do so.y Only take action when you feel it is morally right.

y It is wise to flatter important people.

y Overall, it is better to be humble and honest than important and dishonest.


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The Mach IV Scale

y B arnum was wrong when he said there was a sucker born every minute.

y People suffering incurable diseases should have the option of being put to deathpainlessly.

y It is possible to be good in all respects.

y Most people are basically good and kind.

y There is no excuse for lying to someone else.

y Most people forget more easily the death of their father than the loss of their property.

y Most people who succeed in life lead clean moral lives.

y Generally speaking people won't work hard unless they're forced to do so.

y The biggest difference between criminals and other people is that criminals are stupidenough to get caught.

y Most people are brave.


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Characteristics of Low Machsy Vulnerable to others

opiniony Wears conviction on sleevey

Clings to convictionsy Confesses fairly readily y Less convincing when

telling the truthy A ccepts others motives as

face valuey Makes gross assumptionsabout contenty A ssumes reciprocity

y B elieves others ought toact in certain ways

y B ecomes locked into singlecourse of action

y Tells it like it isy Sensitive to others efforty May appear unreasonable

in negotiationsy R eluctant to exploity R eacts in socially desirablewaysy Often obviously

determinedy Seek stable environment


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Problems with MACH IV?y R espondents answer in socially desirable manner.y Some studies have found poor reliability and validity with the

general population ( R ay, 1983).y Studies have found M A CH IV to measure a single dimension

while others have found the M A CH IV to measure up to 5dimensions (Moss, 2005).

y Norm data is outdated (from 1960 s).y So, how many constructs measured and does this matter?

y Panitz (1989) states, "The issue is not whether Machiavellianism is asingle or multidimensional construct, but whether the construct ismeasurable using the Mach IV scale" (p. 963).


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Other Scalesy MA CH V:

y Forced-choice formaty

Not as reliable or valid as M A CH IV

y MA CH B (Machiavellian B ehavior):y B ehaviorally examines interpersonal situations rather

than measuring cognitive constructsy Studies have obtained reliability coefficients ranging

from .70 to .88.y More suitable for measuring political traits


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Management Strategies: The

Making of a Machiavellian Managery Many CIOs think of corporate politics as an unnecessary evil. This can be a costly career mistake, according to thecreators of a two-day workshop called "The Politics of ITProject Management." The workshop aims to teach ITleaders how to be politically savvy as they buildrelationships.

y Kevin Copeland, manager of business relationships andEnterprise Technology Services project office at NationalLife Insurance in Montpelier, says the workshop changedhis strategic approach to his job. "I have tended to look atpolitics in a negative way," he says. "The agenda made itobvious that there are ways to use politics to get a desiredoutcome and to keep unity on [IT project] teams."


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The workshop includes a quiz, where students test their politicalproficiency. A sampling of the quiz questions follows:

y If I m fair and honest, others will treat me the same way.y I have too much work to do, so I don t have time for politics.y It s acceptable to argue with a client (or user) to make a point.y In the past, IT hasn t delivered everything we ve promised, but that

shouldn t have any effect on my current project.y I never listen to or engage in gossip.

1 2 3 4 5Scorey The higher your score, the higher your degree of political savviness.y 5-12 points: You re a political hibernator, someone who dislikes and

avoids political involvement.y 13-22 points: You re a political survivor, someone who recognizes

politics is necessary, has a loosely formed network of contacts and isoccasionally proactive.

y 22-25 points: You re a political savant? confident, effective, someonewho understands and excels in the political environment and stayswell-connected at all levels of an organization.


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Machiavellian and non machiavellian

leadersy A ma chi av elli an leader is one who uses wrong means

of getting work done. He would go to any extent to

keep control of his power. He wants people to fear him.

y A n on ma chi av elli an leader is one who cares aboutwhat people think of him rather than them fearing

him. He wants to be in the good books of people.


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Machiavellianism's role in

managementy important role in achieving enterprise objectives.

y Successful management can be fulfilled only when themanagers possess the required personality attributes.

y A mong many such attributes, Machiavellianism plays apredominant role as a leadership attribute.


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Machiavellianism's role in

managementy Machiavellianism is required for the manipulation of

things and people, to a certain extent in the presentmanagement scene.

y if used in the positive direction, results in theorganizational effectiveness.

y Organizational success depends on the managerialskills. When people are reluctant to work,Machiavellianism as a Managerial attribute ensures thecompletion of work.


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Machiavellis relevance to todays

corporate leadersy Machiavelli designed his advice for rulers to secure the survival

and success of the state for future generations. It would seem tofollow logically that Machiavelli s advice for the long-termexistence of an autonomous state would be relevant to acorporation with perpetual duration.CA SE STUDY -ENR ON SCA NDA L

WOR LDCOM SCA NDA L

E nron and Worldcom provide examples of companies that wereaffected by widespread internal corruption so severe thatsafeguards designed to prevent such corruption were hopelesslyinadequate.


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THE ENRON SCANDAL

y Enron, for example, used off-balance sheet subsidiaries andpartnerships to manipulate its financial statements by hidingcertain losses and debts, and by inf lating the values of certaintroubled businesses.

y Machiavelli believed that a free society should renew andreinvigorate itself at least every 10 years, because a decadesuffices for leaders and the populace to stray from thoseprinciples that originally contributed to the success of theenterprise.

y Enron was only 16 years old when it filed for bankruptcy, whichprovided more than ample time for a culture of corruption toform.


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THE ENRON SCANDALy While traders who encouraged corrupt and possibly illegal

practices were spared from punishment, numerousemployees who complained about the company squestionable financial practices were fired, reassigned, orremoved from consideration for promotionalopportunities.

y Enron s officers have been heavily criticized for noteffectively managing the company, and the corporateculture that awarded bonuses based on profits bothencouraged traders to inflate profits and promoted creativeways to continue the upward rise of Enron s stock price.


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THE WORLDCOM SCANDALy WorldCom inflated its earnings by improperly

releasing certain reserves held against operating

expenses and re characterizing certain expenses ascapital assets, thereby reducing its operating expenses.

y A t the same time, WorldCom allowed chief executive

officer B ernie Ebbers to borrow more than $1 billion inpersonal and business loans, much of which wassecured by WorldCom stock.


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THE WORLDCOM SCANDALy The B ankruptcy Court examiner, former A ttorney

General Dick Thornburgh, concluded that concernsabout the company s practices extended to personswithin the Company, the B oard of Directors and theindependent auditors of WorldCom.

y Mr. Thornburgh also accused WorldCom personnel of responding to changing business conditions andearnings pressures by taking extraordinary and illegalsteps to mask the discrepancy between the financialreality at the Company and Wall Street s expectations.


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Conclusion of the Enron and

Worldcom scandalsy The Enron and WorldCom scandals demonstrate the continued

vitality of Machiavelli s teachings about corruption.

y most Machiavellian manual writers focus less on this aspect of Machiavelli s teachings in favor of a more popularunderstanding of Machiavelli.

y The crisis in corporate leadership arising out of the spate of world wide scandals involving mismanagement and corruptioninvolving corporate executives suggest that executives are less inneed of the kind of advice offered by these manuals and more inneed of Machiavelli s teachings on corruption and longevity.


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Manuals for machiavellianismThe self-proclaimed purpose of each of the manuals is as follows:

y B orger :The Corporate Prince -To repackage the wisdom of Machiavelli in a form that would make it relevant andunderstandable to a modern business leader.

y Busk ir k : M odern M anagement and M achiavelli -To demonstrate that Machiavelli s basic advice is ... germane to the problems of managing any organization

y

H ill : The Boss -Learn from his most famous book ... the qualities of leadership.y Jay: M anagement and M achiavelli -

To demonstrate that Machiavelli ... is bursting with urgent advice and acuteobservations for top management of the great private and public corporations... and

management can only be properly studied as a branch of government.y Ledee n: M achiavelli on M odern Leadership -

to present the basic principles of the proper and successful use of power in languagethat contemporary leaders can understand, the better to advance the common good.

y McAlpi n e : The New M achiavelli -to take the lessons Machiavelli preached ... and apply them to the activity of conducting

business ... help the reader find a safe pathway through the complicated world of business those who are ... prepared to take the risks necessary to succeed.


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The assumptions of the manuals

y The nature of humans and the world.

y War as a metaphor for business.

y The Interchangeability of Political and EconomicR ealms.


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Machiavellianism and mortalityy The majority of the authors examined in this essay offer their

advice to CEOs not for the personal aggrandizement of thesemanagers, but to enable them to build successful corporations orenterprises.

y For this reason, the manuals universally condemn executiveswho misuse their offices for personal gain.

y R ecent examples of such executives would be John R igas andDennis Kozlowski .

y Instead, the writers see Machiavelli s advice useful because it will

equip CEOs with the skills to build successful, growing,sustainable corporations, just as Machiavelli reserved his highestpraise for princes who used the techniques of power to buildlong lasting, successful states and created the conditions for arepublican form of government.


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Machiavellianism and mortalityy A listair Mc A lpine is most emphatic on this point:

So it was that the able lieutenant lost, the obliging employee lost andthe amiable employer lost the reason for failure lying in the fact thateach of them pursued their self-interest, rather than devotingthemselves to the improvement of the business where they wereemployed. The pursuit of your own interests to the detriment of yourresponsibilities is just another example of greed.

y R ichard Hill analogizes the CEO to the prince:A t times a ruler acting in the best interests of the state might need to

violate commonly accepted canons of behavior for individuals. In thesame way, managers must at times act in ways that would not becondoned on the part of employees. A ]successful leader must possessexpert knowledge in the area that is most important for the success of his or her organization.


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Points to remember for a manager(1)y today s society the type of government changes whether a

leader would rather be feared than loved. The president of India needs to be loved rather than feared because in ademocracy the people decide how long you can be leader.but in communist China or R ussia being feared is morehelpful because your citizens are less likely to rebel andrevolt against you.

If you are going to choose to be feared than it is crucial thatthe citizens of your country do not hate you for asMachiavelli states on hatred leads to people scheming andultimately executing an assassination.


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Points to remember for a manager

(2)y The second important quality for a leader is the

support of the people.

without the people behind you no course of action ispossible, without auxiliary units, holding your positionas leader is not possible, and organization expansion isalso not possible without help from the people.

If the people do not believe in the cause you arefighting for they will not join you.If you are not satisfying your people s basic needs they will rebel and and withstand authority.


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Points to remember for a manager(3)y The third important trait to have or pretend to have is

virtues because with virtues it is easier to gain the

peoples support.Having good virtues can in some instances limit yourability to rule, so a more viable option is to show goodvirtues in public, but do what has to be done tosucceed in the privacy of your organization.


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Points to remember for a manager(4)The fifth and possibly the most important of the traitsof a Machiavellian leader is intelligence.

Without intelligence a manager could not gain thesupport of his people, be able to find the perfectbalance of fear or love, or know to use authority as aneffective tool.

Intelligence allows a manager to manage his company with confidence and pride because he knows that thedecisions are his.


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Examples of a good leader1) The modern man who I believe falls under the

category of all five of these traits is R onald R eaganbecause he was loved by the A merican people, hehad the peoples support, he showed his virtues, heused his own arms, and above all he was intelligent.R onald R eagan was not evil as the nameMachiavellian suggests, but a good kind hearted manwho led A merica out of some of our toughest times.


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Examples of a good leader

2) A good example of a modern day Machiavellianprince is President George W. B ush. He has quite a fewof the characteristics this "prince" requires, such asbeing deceitful, adamant, and religious. In order toremain in power, a leader should be deceitful butconsidered to be trustworthy.


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Examples of a good leader

3)

A history of Saddam Hussein's rise to power in Iraq. His techniques of consolidating and using power are reflected in "The Prince," the classic bookby Niccolo Machiavelli on hopw to gain and preserve political power.He is the most recognized, and the most vicious, leader of Iraq that everexisted. He did anything possible to ensure his title as ruler, and

consequently followed many of the principals that Niccolo Machiavelli setup in his book, The Prince, which was intended as a manual for weak rulersto gain and preserve political power.


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mac. manager 2

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