Management and Organizational Studies 2181A/B Chapter Notes - Chapter 12: Corporate Social Responsibility, Scapegoating, Empowered

• School: Western University
• Department: Management and Organizational Studies
• Course: Management and Organizational Studies 2181A/B
• Professor: Meaghan Ross

Document Summary

The capacity to influence others who are in a state of: capacity- not always perceived or exercised, influence- can flow in any direction. Influence tactics convert power into actual influence: others- both individuals and groups, dependence- does not imply a poor relationship. Derives from a person"s position or job in the organization. Who is permitted to influence whom and is often referred to as. Often works because people have been socialized to accept its authority influence. More legitimate power as one moves up hierarchy. Difference in emphasis and reinforcement of legitimate power (military vs. university) Power derived from the ability to provide positive outcomes and prevent negative outcomes. Often backs up legitimate power, but any organizational member can reward: recommend for a raise, or compliment. Derived from the use of punishment and threat. Often backs up legitimate power: unfavorable tasks, work-to-rule. Generally ineffective and can provoke employee resistance. Power derived from being well-liked by others.