MGTS1601 Lecture Notes - Lecture 11: Centrality, Ingratiation, Job Satisfaction
MGTS1601 – Lecture 11 Power and Politics
*Definition of power and dependence
- Power: the capacity that A can influence the behaviour of B, and B
acts/behaves in accordance to what A wishes
- Dependence: refers to Bs elatioship to A he A possesses something that
B euies. The geate the Bs depedee to A, the geate the As poe is.
*Dependence Model of Power
*Difference between leadership and power
- Power does not require goal compatibility but dependence. Leadership
requires congruence (compatibility) between goals of the leaders
- Leadership focuses on downward influence on followers and minimises the
upward influence; yet, power does not.
*Base of power
1) Formal power- ased o a idiiduals positio i a organisation. It comes
from the ability to coerce or reward or from formal authority
- Coercive power:
a) depends on fear of the negative results from failing to comply
Peso As ailit to puish o ithhold eads that peso B alues i to
get their compliance (obey) or ii) for non-compliance such as dismissal (fire
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that person), suspension (stop that person from a job for certain time) or
demote (downgrade his occupation) from a job.
c) It rests on the application, or treat of application, of physical sanctions
such as infliction (punishment) of pain, frustration, or restriction of movement
or controlling by force of the basic psychological or safety needs
d) Usual condition is that if person A can assign work that B finds unpleasant
or embarrassing, that means person A possesses coercive power over person B
e) Coercive power comes from the person who withhold the key information,
means that the person who is holding knowledge or data that others want and
need could use this power to make others depend on them
- Reward Power:
a) Peso As ability to provide something valuable to person B, either in the
form of financial (increasing pay rates, pay increase, bonuses) or non-financial
(recognition, promotions, interesting work assignments)
- Legitimate power
a) represents the formal authority to control and use organisational
resources based on structural position in the organisation
b) means the peso A’s level i the hieachy of aageet. Eg, CEO will
have more power than middle-level managers
c) is the power boarder than coercive and reward power
d it iludes ees aeptae of the authoit of a positio. Eg, school
principal speaks, teachers comply
2) Personal power- Ways in which individuals translate power bases into
specific actions. This power usually comes from an idividual’s uiue
characteristic
- Expert power
a) influence based on expertise, special skill or knowledge. Eg, doctors have
expert power make us follow their advices
- Referent power
a) influence based on identification with a person who has describe resources
or personal traits or desirable characteristic eg, linking, admiration and
respect
b) celebrities have this kind of referent power to influence people on buying
certain type of product through endorsement because of their charismatic
dynamism, likability and emotional effects on us
*** Personal power is to found to be the most effective power to people
- Expert power and referent power associated with eployees’ satisfactio
and supervision, organisational commitment and performance
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- Coercive power is negatively related to employee satisfaction and
commitment
- authorities are giving greatest trust when they have lots of power and their
organisation operate fairly; while they are giving least trust when they have
lots of power yet operate unfairly
- powerful leaders are expected to shape organisational policies and change
unfair rules
* Contingencies of power
- sources of power generate power only under certain conditions
1) Substitutability – The availability of alternatives
2) Centrality – Degree and nature of interdependence between power-holder
and others
a) How many others are affected by you
b) How quickly others are affected by you
3) Discretion – The freedom to exercise judgment (about certain decisions)
4) Visibility – The extent to which others are aware of the power you have
*Elements create dependency
- dependency increases when the resources you control is important, scare
and non-substitutable
1) Importance
- individuals or groups who can aso a ogaisatios uetait will be
perceived as controlling an important resource
2) Scarcity
- contains scarcity-dependency relationship where the supply of labour is low
related to demand
3) Non-substitutability
- the fewer viable substitutes for a resource, the more power control over that
resource provides
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Document Summary
Power: the capacity that a can influence the behaviour of b, and b acts/behaves in accordance to what a wishes. Dependence: refers to b(cid:859)s (cid:396)elatio(cid:374)ship to a (cid:449)he(cid:374) a possesses something that. The g(cid:396)eate(cid:396) the b(cid:859)s depe(cid:374)de(cid:374)(cid:272)e to a, the g(cid:396)eate(cid:396) the a(cid:859)s po(cid:449)e(cid:396) is. Power does not require goal compatibility but dependence. Leadership requires congruence (compatibility) between goals of the leaders. Leadership focuses on downward influence on followers and minimises the upward influence; yet, power does not. *base of power: formal power- (cid:271)ased o(cid:374) a(cid:374) i(cid:374)di(cid:448)idual(cid:859)s positio(cid:374) i(cid:374) a(cid:374) organisation. It comes from the ability to coerce or reward or from formal authority. Reward power: a) pe(cid:396)so(cid:374) a(cid:859)s ability to provide something valuable to person b, either in the form of financial (increasing pay rates, pay increase, bonuses) or non-financial (recognition, promotions, interesting work assignments) Eg, school principal speaks, teachers comply: personal power- ways in which individuals translate power bases into specific actions.
