Power
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 rewards that others view as valuable
3. Legitimate Power
• The power a person receives as a result of his or her position in the formal hierarchy of an organisation
Personal Power: Is based on an individual’s unique characteristics and the respect and admiration of others
1. Expert Power
• Influence based on special skills or knowledge
2. Referent Power
• Influence based on possession by an individual of desirable resources or personal traits
DEPENDENCY: THE KEY TO POWER
The General Dependency Postulate
• The greater Bs dependency on A, the greater the power A has over B
• Possession/control of scarce organisational resources that others need makes a manager powerful
• Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power
What Creates Dependency
• Importance of the resource to the organisation
• Scarcity of the resource
• Non-substitutability of the resource
POWER TACTICS
Power Tactics: Ways in which individuals translate power bases into specific actions
Influence Tactics:
• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
POLITICS: POWER IN ACTION
Political behaviour: Activities that are not required as part of one’s formal role in the organisation, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organisation
Legitimate Political behaviour: Normal
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 rewards that others view as valuable
3. Legitimate Power
• The power a person receives as a result of his or her position in the formal hierarchy of an organisation
Personal Power: Is based on an individual’s unique characteristics and the respect and admiration of others
1. Expert Power
• Influence based on special skills or knowledge
2. Referent Power
• Influence based on possession by an individual of desirable resources or personal traits
DEPENDENCY: THE KEY TO POWER
The General Dependency Postulate
• The greater Bs dependency on A, the greater the power A has over B
• Possession/control of scarce organisational resources that others need makes a manager powerful
• Access to optional resources (e.g., multiple suppliers) reduces the resource holder’s power
What Creates Dependency
• Importance of the resource to the organisation
• Scarcity of the resource
• Non-substitutability of the resource
POWER TACTICS
Power Tactics: Ways in which individuals translate power bases into specific actions
Influence Tactics:
• Legitimacy
• Rational persuasion
• Inspirational appeals
• Consultation
• Exchange
• Personal appeals
• Ingratiation
• Pressure
• Coalitions
POLITICS: POWER IN ACTION
Political behaviour: Activities that are not required as part of one’s formal role in the organisation, but that influence, or attempt to influence, the distribution of advantages or disadvantages within the organisation
Legitimate Political behaviour: Normal