What could you do to maintain position power if you were the plant manager?

What will be an ideal response?

Answer: This case focuses on all of the major power and influence concepts in the chapter. To select a suitable general manager for the plant, students should realize that they should select a candidate who views power in a positive way (e.g., to gain cooperation, to accomplish tasks, to build relationships). Students should understand that they need a candidate with exceptional expertise, someone likable and attractive, someone with high performance and effort, someone who is trustworthy, and someone whose behavior is aligned with the values of the organization.

To build power, the new manager would likely be more successful using reciprocity and reason. Students should recognize how these strategies will help a new manager at the River Woods plant to build power and influence. Also, students should consider position power and realize that the new plant manager must work to make his or her position central to the functions of the whole organization. In addition, he/she must work to gain freedom to use his or her own judgment to make decisions while remaining visible to leadership in improving plant performance. The more the plant manager's work becomes vital to the organization, the more power and influence the plant manager will have the opportunity to use.

Students need to consider the new form of decentralized management and how that will sway the performance of the plant. Further, the plant is a "start-up" facility that will require training, problem solving, and evaluation of work. There may be those who try to use power and influence in ways that will lead to negative results for the plant. The new manager will need to be proficient at using neutralization strategies to keep the momentum of power and influence headed in a positive direction.