Power and Manager
POWER!!
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INTRODUCTION
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BASES OF POWER
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POWERFUL AND POWERLESS IN ORGANISATION
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CONCLUSION
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INTRODUCTION
Over the past decades, the concepts of power and communication in organizations have been given regular, empirical attention within the management literature. There is a close connection between leadership and power. People follow leaders because they have power and people will follow them, the leaders get the power to lead. French and Raven (1959) identified that the power bases that managers can use are aimed to influence employees which include two types of personal power: expert power (respect accorded because of knowledge or skill and referent power (personal identification with and desire to emulate the leader). Three types of position power: (1) reward power (positive control of sanctions), (2) coercive power (negative control of sanctions), and (3) legitimate power (norms that legitimize the exercise of power). Knowing how to use these powers effectively is important for manager. Several studies examined that correct use of power will provide a useful communication in organization. Otherwise, will lead to a bad result and cause conflict in organization. Social power as defined as the potential for such influence, the ability of the agent or power figure to bring about such change, using resources available to him or her (Bertram 2008).
This essay takes on the following structure: firstly, analysis the different power bases. Next is applying relevant theories of unequal power between in organization. Lastly, recommendations will be provided to balance the power in organization.
BASES OF POWER Reward Power
The ability to reward people is a source of power that manager must have. It can be used for motivating the employees to improve performance. Rewards can come in different forms, such as promotion, salary increase, bonus, or a tour
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-
-
-
-
INTRODUCTION
-
-
-
-
-
BASES OF POWER
-
-
-
-
-
-
POWERFUL AND POWERLESS IN ORGANISATION
-
-
-
-
-
CONCLUSION
-
-
-
-
-
-
-
-
-
-
INTRODUCTION
Over the past decades, the concepts of power and communication in organizations have been given regular, empirical attention within the management literature. There is a close connection between leadership and power. People follow leaders because they have power and people will follow them, the leaders get the power to lead. French and Raven (1959) identified that the power bases that managers can use are aimed to influence employees which include two types of personal power: expert power (respect accorded because of knowledge or skill and referent power (personal identification with and desire to emulate the leader). Three types of position power: (1) reward power (positive control of sanctions), (2) coercive power (negative control of sanctions), and (3) legitimate power (norms that legitimize the exercise of power). Knowing how to use these powers effectively is important for manager. Several studies examined that correct use of power will provide a useful communication in organization. Otherwise, will lead to a bad result and cause conflict in organization. Social power as defined as the potential for such influence, the ability of the agent or power figure to bring about such change, using resources available to him or her (Bertram 2008).
This essay takes on the following structure: firstly, analysis the different power bases. Next is applying relevant theories of unequal power between in organization. Lastly, recommendations will be provided to balance the power in organization.
BASES OF POWER Reward Power
The ability to reward people is a source of power that manager must have. It can be used for motivating the employees to improve performance. Rewards can come in different forms, such as promotion, salary increase, bonus, or a tour