Textbook Notes (363,472)
Canada (158,372)
Business (2,364)
BU288 (264)
Chapter 12

Ch. 12. Power, Politics, and Ethics..docx

9 Pages
Unlock Document

Wilfrid Laurier University
Jennifer Komar

BU288 Lecture 19Ch 12 Power Politics and EthicsTues Nov 20 2012POWERPower the capacity to influence others who are in a state of dependencePower is not always perceived or exercisedOne depending on the other does not imply a poor relationshipboth may exert influence Power can flow in any direction in an organization From higher levels to lower levels or vice versaPower is a broad concept that applies to both individuals and groups1 Bases of Individual PowerPower can be found in the position that you occupy or the resources that you are able to commandIf organizational members do not recognize what you have or respect your position or value the resources you command they wont depend on you and you lack powerdependencepower Legitimate power authority power derived from a persons position or job in an organizationdiffer from other bases because other bases involve the control of important resourcesoConstitutes the organizations judgment about who is formally permitted to influence whom and it is often called authorityoOrganizations differ greatly in the extent to which they emphasize and reinforce legitimate power One extreme is the military the other is the academic hierarchy of universities tends to downplay Reward power power derived from ability to provide positive outcomes and prevent negative outcomescorresponds to positive reinforcement oReward power often backs up legitimate power as managers are given the chance to recommend raises do performance evaluations and assign preferred tasks to employeesoAny organizational member can attempt to exert influence over others with praise compliments which also constitute rewardsCoercive power is available when the power holder can exert influence using punishmentthreata support for legitimate poweroDocking pay assigning unfavourable tasks blocking promotionsoNot perfectly correlated with legitimate power lower level members can apply coercionoGenerally ineffective and can provoke considerable employee resistanceReferent power exists when the power holder is well liked by otherspeople we like influence usoProne to consider their points of view and ignore failures and seek approval of those we likeoFriendly interpersonal relations extend across the organization outside the use of channels of legitimate authority reward and coercionoPotent for 2 reasons1Identification with the power holder represents a deeper base of power than reward or coercion which may stimulate mere compliance to achieve rewards or avoid punishment2Anyone in the organization may be well liked irrespective of other bases of power Thus referent power is available to everyone from the janitor to president Expert power derived from having special information or expertise valued by an organizationoThe more crucial and unusual the expertise the greater the expert power available oDifficult to replacementoSecretaries acquire expert power through long experience in dealing with clientsoOf all the bases of power expertise is most associated with employee effectivenessoWomen managers are more likely to be high in expert power as they lack access to other forms
More Less

Related notes for BU288

Log In


Don't have an account?

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.