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Lecture 7

MHR 741 Lecture Notes - Lecture 7: Structural Holes, Interpersonal Attraction, Information Access

Human Resources
Course Code
MHR 741
Genevieve Farrell

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Interpersonal Dynamics and Teams
Week 11 Notes
The ability to get things done with human, informational, and material resources
The capacity of a person, team, or organization to influence others
The ability of one party to change or control the behaviour, attitudes, opinions,
objectives, needs, or values of another party
The potential to influence others
Requires one person’s perception of dependence on another person
Sources of Power
Legitimate the power a person receives as a result of his or her position in the formal
hierarchy of an organization; does not have a negative effect, but does not stimulate
employees to improve their attitudes or performance
Reward compliance achieved based on the ability to distribute rewards that others
view as valuable; may improve performance if the rewards are consistent with what the
individuals want as rewards
Coercive power that is based on fear; tends to result in negative performance
responses from individuals, decreases satisfaction, increases mistrust, and creates fear
Referent influence based on possession by an individual or desirable resources or
personal traits; charisma; elusive power based on interpersonal attraction
Expert power based on specialized skills or knowledge that another person needs;
relies on trust that all relevant information is given out honestly and completely
Information access to and control over important information
Sources of Position Power
Centrality access to information in a communication network; the most effective
networks are those that have structural holes (circumstances where two people in your
network are not connected to each other)
Flexibility freedom to exercise judgement; determined by the life cycle of the position,
the reward structure, and proactive personality (a tendency to effect change in one’s
Visibility interacting with influential people in the organization, such as senior officials,
decision-makers, and informal leaders
Relevance working on the central objectives and issues in an organization; impacted
by the employee’s department and the activities they perform
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