Power and Politics Into the Term Paper

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As for the major dilemma (China vs. President of the U.S. Operations), the protagonist should first check if the two alternatives are available to him. In other words, he should talk to the CEO and ask how eligible he is for the vacant position in USA. If Pierre asserts that there is a high probability for him to be elected, then Michael will have a family council and ask for his wife and children's opinions, which weigh significantly in his decision. If he is still torn between the two alternatives or has a more pronounced appetite for the President of the U.S. operations position, then he can resort to the following tactic. He could tell Pierre that he is highly interested in the vacancy and that he would like to postpone his answer to the China opportunity until the "winner" of the elections is announced. However, going to China represents a major career challenge that will surely round up his CV and make him more eligible for a position at the company's headquarters in Paris. Working overseas will help him get a wider perspective on the business, broaden his experience and refine his communicational and 'political' skills that represent a sine qua non-of an excellent leader. Additionally, going to China represents only a temporary stage in his career path, as he is not 'sentenced' to a lifetime commitment to working in the respective country.

On the other hand, Michael's most reliable 'weapon' is his reputation. As he is one of the most competent professionals in the company, he benefits from a positive image in the eyes of the CEO. Therefore, he has an implicit power (well-rooted in the favorable results he has achieved so far) of which he must take full advantage by stating loud and clear what his expectations, fears or conditions are in the newly occurred framework. As Widmann and Kopelan state, he finds
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himself in an excellent bargaining position which entitles him to make the most of the new job he is offered in China.

In other words, if family reasons don't hold him back, Michael shall embrace the opportunity to wok overseas, as this is an inherent phase of his 'bildungsroman' in terms of career.

Yet, as his ultimate goal appears to be working at the headquarters in Paris, Michael should also work hard on his political edge. In this regard, he should closely link to his colleagues and form a solid team whose actions are not at odds but mutually supportive. Additionally, he should constantly communicate with the headquarter for proving that "he is alive and kicking" and that he is willing to take over new responsibilities and move upwards the corporate ladder.

To conclude with, an outline of a possible political strategy could encompass the following steps:

firstly, he must do his best to accomplish the same favorable results that he has accomplished in his home country, for further preserving/fuelling his positive fame;

secondly, he should advertise himself and his actions in the business magazines that are published in both China and USA;

thirdly, he should resort to an 'open-gate policy' by constantly communicating with the CEO and all the other colleagues (Danielle included) who take interest in his actions.

In other words, he should demolish the walls that he has built around him by silently doing his job and create some bridges by providing the others with a periodical overview of his goals, strategies and accomplishments. Such tactic could bring him closer to the much-desired management position in Paris faster than he has ever expected.

Bibliography

Peebles, M.E., Widmann, N.C., Kopelan, A.D., Hassan, F., Cohen, A., Rhodes, G.B. (2005). Into the Fray. Harvard Business Review, January 2005, 83(1),15-23.

Strategic leadership and decision making. Leveraging power and politics. On the Internet at: www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch17.html. Retrieved November 7.

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Bibliography

Peebles, M.E., Widmann, N.C., Kopelan, A.D., Hassan, F., Cohen, A., Rhodes, G.B. (2005). Into the Fray. Harvard Business Review, January 2005, 83(1),15-23.

Strategic leadership and decision making. Leveraging power and politics. On the Internet at: www.au.af.mil/au/awc/awcgate/ndu/strat-ldr-dm/pt4ch17.html. Retrieved November 7.

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