BUS 272 Lecture Notes - Interpersonal Attraction, Explicit Knowledge, Job Satisfaction
11 Aug 2012
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Document Summary
Chapter 10 power and influence in the workplace. Power the capacity of a person, team, or organization to influence others: only has potential to change someone"s attitudes or behaviour. Important prerequisite: one person or group believes it is dependent on another person or group for a resource of value. Countervailing power the capacity of a person, team or organization to keep a more powerful person or group in the exchange relationship. A model of power in organizations: power derived from 5 sources: legitimate, reward, coercive, expert, referent, 4 contingencies: substitutability, centrality, discretion, visibility. From powerholder"s formal position/informal role legitimate, reward, coercive. From powerholder"s own characteristics expert, referent. Increases the more tat the powerholder is trusted and makes fair decisions; more obedience to authority, organizational culture. Coercive power the ability to apply punishment reliance on coercive power from fellow employees to control co-worker behaviour.
