Business Management Monica Ashley

Implementing Strategic Change Monica Ashleys bonk The Monica Ashley Case illustrates a truly conclusive exemplar of how the correct use of power and influence in management is as chief(prenominal) as, and nearly clips even more than than important than, having all the right answers and being able to back them up with data. forcefulness struggle, influence, politics, and resistance are all issues within this case study. It in addition prozides an example that witin jump management it is essential to determine the key players, figure bulge hand over up what is important to them and utilize strategic management skills to influence the project.Monica Ashley, a extremely driven and ambitious woman was the project manager of Project Hippocrates at HEAL-INC. She had individual power to use the compeverys resources and people to gain job related tasks and duties. She initially had concerns well-nigh winning on the gear up however, with the personal encouragement and backing by the president of the company, Gary Dorr, she accepted. As the project manager, Monica had access and control over information such(prenominal) as account and data supporting the idea of purchasing a digital point central central processor from an outside vendor.She also had information about the changes of customer demand and the competitors reactions to the changes. Therefore, her colleagues needed to depend on her to solve some of the problems they faced. This gave Monica information power. Although Monica had information power there were some(prenominal) types of power she was missing. Monica lacked satisfy power and coercive power. She couldnt give monetary bonuses, promotions or any other form of rewards to colleagues who had done well in the project.More importantly, Monica didnt arrive at the power to punish anyone who hurt team morale and stymy the progress of the project by engaging in organizational politics, such as Ralph Parker and Ed Kane. Monica had severa l years experience in important staff positions, which helped her in transferring her knowledge to this project however she lacked expert power. She didnt have the expertness in designing and manufacturing of signal processors before taking up the project. She was relatively inexperienced when compared with Parker and she had neither made major theatrical role to the company nor built close relationship with her olleagues. Her colleagues also less respected her than Parker who had high informal individual power including expert power because of his expertise in analog signal processors. Parker was the vice president of signal processor design, and he believed that he was the only person that could specify the type of processor (analog or digital) to be utilise in the project. On occasion he discredited Monicas research and stated that it wasnt competant. Monica chose non to align with Parker and quite a continue on her track to comlete the project the best way she apothegm fit .Monica had legitimate power on the project with her team however she lacked with superior management. Dorr valued a peaceful and productive environment with no juicy competitors. Based on her prior converstaion with Dorr it seemed he valued the team dress aspect more than the expert power. Dorr was frustrated with her thinking that she had legitimate power and described her as an Imperial Chinese Emperor. Parker questioned her legitimate power when he shouted Who the brilliance do you think you are, going to an outside vendor. Parker throughout the case used coercive power to intimidate Monica.He taunted her by calling her a traitor and a renegade. The power used by Parker to influence Dorr was non discussed in the case since most of their interaction happened behind closed doors. Though, whatsoever power used, it surely was more effective than that of Monica. Parker knew how to play the political game, composition Monica thought that her numbers and data are going to be decorous to get her targets buy in. Monicas influence tactics relied heavily on rational persuasion. Before the Hippocrates project she used this rational persuasion successfully to influence Dorr.She backed up her views with data when he (Dorr) asked why she disagreed. Monicas attempt to use rational persuasion during project Hippocrates did non turn in the same positive results. On the other hand, Parker and Kane knew how to play the game at HEAL-INC. While Monica stuck to one tactic using data and information, Parker and Kane used several tactics in an attempt to influence their targets. This included pressure and time spent forming a coalition. Pressure was exerted on Monica, and she ate the bait and appeared to contest back. Monicas appearance to fight back worked against her since managers are expected to exert self-control. laughingstock closed doors, Parker and Kane brought Dorr to their side of the argument and used this coalition to marginalize Monicas proposal. Eventu ally near the conclusion of the project Monica was removed from her position. Monica realized that she was likewise caught up in the technical and marketing challenges and she did non nidus on assessing the interests of other key players. She had data and content for the project but lacked a foundation because she did not align with others. Her manager, Dan Stella, tried to coach Monica to be more influential but he couldnt get her to listen to his advice.This turn up to be an obstacle for her because when challenged by others Stella did not publically back her up. Stella had a lot at stake for his position in the company and thus had to look out for himself. Monica also never addressed issues with Parker. She took her coworkers views of Parker as facts and did not bother to talk to him directly. Monica should have taken the opportunity to talk to Parker out of the context of presentations and possibly even work and learn more about him. The goal of meeting with Parker would ha ve enabled her to build trust and rapport with him.She should have also worked actively on finding ways to include Parker in the decision making process. By including others in the project should would have promote positive input and perhaps eliminated behind-the-scenes maneuvering. In regards to Stella, rather than wake his concerns as negative she needed to step back and reassess why he was coaching her. Stella was an invaluable alliance that she should have fostered and recognized. She should have wedded him the promise of more controlled behavior and listening to his advice, in turn he may have been more willing to publically support her.Monica also made mistakes with Dorr. She went head on with Parker even though Dorr specifically told her not to do so. Her intensity rather than patience and teamwork concerned Dorr. She didnt do enough talking with Dorr about the project rather provided information in a public setting. The project required Dorrs support and she did not align with him to build a strong foundation. This misjudgement proved to be a major weakness for Monica. She harmed an opportunity that provided her direct contact with the President of the company, a contact that senior managers should embrace.In order to be more infulential in the future, Monica needs to avoid heavily relying on just the merit of her work and viewing politics with distaste. The numbers are not the only focus for senior management. Effective managers need to also have self-control and show a perception of being team players. Monica needs to work on her relationship with her peers and superiors at HEAL-INC. This includes reaching out to the President Gary Dorr, her boss Dan Stella and die but not least Parker and Kane. In addition to that Monica needs to adjust her influence style.Going forward, she needs to recognize the influence of others and build swear relationships with the key players involved. References Porter, M. E. 1985, Competitive Advantage Creating and Su staining Superior Performance, New York Free Press. Hoskission, Hitt, Ireland, Harrison 2008, Competing for Advantage, Ohio southmost Western. Influence without Authority website, www. influencewithoutauthority. com Edersheim, E, The Definitive Drucker Cohen and Bradford, 2005, Implementing Strategic Change Monica Ashleys Experience Case Study