Textbook Notes (368,339)
Canada (161,803)
MGHB02H3 (269)
Chapter 12

Chapter 12 Notes-Power, Politics, Ethics

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Management (MGH)
Samantha Montes

Chapter 12: Power, Politics, Ethics Power: The capacity to influence others who are in a state of dependence. 1) However, it is not always perceived or exercised. 2) The target of power is dependent on the powerholder does not imply that a poor relationship exists between the two. 3) Power can flow in any direction in an organization. Often, members at higher organizational levels have more power than those at lower levels. Sometimes the reversal can occur. It is also a broad concept that applies to both individuals and groups. Power can be found in the position that you occupy in the organization or the resources that you are able to command. First base of power is legitimate power and is dependent on ones position or job. The other bases(reward, referent) involve the control of important resources. If other organizational members do not respect your position or value the resources that you command, they will not be dependent on you, and you will lack the power to influence them. Legitimate power: Power derived from a persons position or job in an organization. It constitutes the organizations judgement about who is formally permitted to influence whom, and it is often called authority and usually increases as you move up the hierarchy. Organizations differ greatly in the extent to which they emphasize and reinforce legitimate power. When legitimate power works, it often does so because people have been socialized to accept its influence. Usually causes compliance with bosss demands. Reward power: Power derived from the ability to provide positive outcomes and prevent negative outcomes. It often backs up legitimate power. Managers are given the chance to recommend raises, do performance evaluations, etc. Usually causes compliance with bosss demands. Coercive Power: Power derived from the use of punishment and threat. It supports legitimate power. Lower-level organizational members can also apply their share of coercion. The use of punishment can provoke considerable employee resistance. Referent power: Power derived from being well liked by others. 1) It stems from identification with the powerholder. Stems from something deeper than reward or coercion, which may stimulate mere compliance to achieve rewards to avoid punishment. 2) Anyone in the organization may be well liked, irrespective of his or her other bases of power. Usually causes commitment with employees. Usually causes commitment with bosss demands. Expert power: Power derived from having special information or expertise that is valued by the organization. We tend to be influenced by experts or by those who perform their jobs well. Even lower level employees can acquire this power, especially in scientific and technical areas. Usually causes commitment with bosss demands. How Do People Obtain Power Doing the Right Things Extraordinary Activities: One would need excellent performance in unusual or non-routine activities. Visible Activities: People who have an interest in power are especially good at identifying visible activities and publicizing them. www.notesolution.com
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