So, in my opinion, there is nothing wrong or unethical about the sources of power that Donald Trump uses and I would definitely advocate any of them. They are ways by which the final goals can be reached without producing harm to any third parties.
Second paper
3. I think the best example in this sense from my own work experience was the promotion of an individual from a simple supervisor position to full manager based not on the credentials or his expertise, but on the personal friendship relationship he had developed with the practice's top manager. In this particular case, any of the usual pre-conditions before promotion to such a top position were not respected, which meant that this was perceived as a politically motivated move. Among these, we can enumerate the individual's skills, experience in the previous position, observed managerial capacities or personal charisma.
Additionally, because it was a power move rather than one motivated by the individual's skills, the respective employee was also not prepared to face the skills that this position actually required. As an operations manager, he would have been in charge with everything from procurement to improving the quality of work in the practice. However, he did not have the experience or theoretical skills to face this.
The first problem that this situation arose, however, was the fact that many of his new employees refused to accept his artificially gained...
This lowered group morale, as well as the group's capacity to perform at the levels it had formally done. The decrease in efficiency was also matched by a decreased in the quality of services provided. This did not reverberate to critical areas, such as the operations themselves, but there was a noticeable tendency towards quicker and less well prepared consultations, as well as towards a slight tendency to neglect patients' needs.
Since this individual was promoted as an operational manager, he was also in charge with procurement. However, his low experience meant that he was not able to negotiate the best prices for the instruments he bought and he was not able to build the appropriate partnerships with the suppliers. This, in turn, led to a decrease in overall operating profits due to an increase in acquisition expenses and overall operational expenses.
After six months in the respective position, the operational manager left the practice. The official reason for this was that he had received a better offer from another economic entity. However, it is more likely that he became aware he was not able to perform in his managerial position to the degree to which the upper management was expecting. When it came down to final performances, friendship and good relations with the managers were probably replaced by cold-cut facts about how the practice was evolving.
