STANFORD UNIVERSITY S HR-3 FEBRUARY 1997 HUMAN RESOURCES AT THE AES CORPORATION: THE CASE OF THE MISSING DEPARTMENT Dennis Bakke‚ the CEO of AES‚ a company that develops‚ builds and operates electric power plants‚ sat in his office late in 1996 and thought about the question that was perennially posed to him: could AES‚ soon to have some 25‚000 people located literally all over the world following a recent purchase of power plants in Kazakhstan‚ continue to operate with virtually no staff functions
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and Raven Power Bases John T. Drea‚ Gordon C. Bruner II and Paul J. Hensel Twenty-five multi-item scales used to measure power sources anchor exercised power in a sales or channel setting are reviewed. The procedures for assessing the reliability and validity (convergent‚ discriminant‚ and nomological) of each scale are discussed and reviewed. Findings indicate adequate reliability for all ofthe scales. Problems in the establishment of validity for some ofthe coercive and legitimate power measures
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Soft power without hard power is no power. In the early 1990s‚ Joseph Nye’s book Bound to Lead: The Changing Nature Of American Power ignited a huge discussion among society of the need to transition from America’s traditional use of hard power to something more benign which he termed soft power. Before looking at the two branches of power‚ we first define power as the ability to do something or act in a certain way. As Nye had pointed out‚ nations can wield power in two forms‚ soft and hard power
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Power Report Reward Power can be gained from a person’s capacity to reward compliance. When a person is rewarded or might receive a potential reward through recognition‚ a good job assignment‚ a pay rise‚ or additional resources to complete a job‚ an employee may respond by carrying through with orders‚ requests and directions. Coercive power is considered the opposite of reward power. Coercive power is considered the ability of the power holder to remove something from a person or to punish a
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POWER: A capacity that A has to influence the behaviour of B so that B acts in accordance with A’s wishes. DEPENDENCY: B’s relationship to A when A possesses something that B requires. BASES OF POWER: Formal Power: Is established by an individual’s position in an organisation; conveys the ability to coerce or reward‚ from formal authority‚ or from control of information 1. Coercive Power • A power base dependent on fear 2. Reward Power • Compliance achieved based on the ability to distribute
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that “Power tends to corrupt and absolute power tends to corrupt absolutely”. Give an example to argue your answer. (more or less 500 words) 2. How does media coverage of communal conflict in Indonesia recently influence your views on power and how power may be used to attain political objectives? Give example for your answer. (more or less 1000 words) Answer : 1. “Power tends to corrupt and absolute power tends to corrupt absolutely” is a famous statement of Lord Acton. Power can be
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Raven’s (1959) five bases of power against Fleming and Spicer’s (2007) four faces of power as well as the faces of resistance. These theories will be analyzed through the different perceptions of power and resistance in differing industries. We will further evaluate these findings in the context of a white collar firm‚ Zalora Singapore against a blue collar firm‚ Woodlands Transport Pte Ltd. This report also aims to evaluate both positive and negative effects of power and resistance on an individual
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Power. The use of authority to control a group of people. It is the actor’s ability to manipulate opinions‚ emotions‚ and behaviour of groups‚ even against their will (Hardy‚ 1995; Hardy & Clegg‚ 1996). It is seen everywhere in organisational forms‚ from managers‚ to team leaders. But perhaps one of the most obvious use of power through businesses is government legislations. The government uses positional power to control and possess relevant sources such as managers‚ in order to get groups
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References: Alptekin‚ C. (1996). Target-language Culture in EFL materials. In T. Hedge‚ & N. Whitney (Eds.)‚ Power‚ pedagogy and practice (pp. 53-61). Oxford: Oxford University Press Alptekin‚ C. (2002). Towards intercultural communicative competence. ELT Journal‚ 56(1)‚ 57-64 Bennett‚ M. J. (1993). How not to be a fluent fool: Understanding the cultural dimension
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The "Will to Power" Nietzsche believed the will to power to be the fundamental causal power in the world‚ the driving force of all natural phenomena and the dynamic to which all other causal powers could be reduced. I believe Nietzsche in part hoped the will to power could be a theory of everything‚ providing the ultimate foundations for explanations of everything from whole societies‚ to individual organisms‚ down to simple lumps of matter. The will to power cannot be known. It must be understood
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