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Chapter 13 Power and Influence
Opening case on nepotism
How can you identify the sources of power in your organization
What are the sources of power in organizations and what are some examples of how different groups/individuals use them? (everything is in Table 13.2)
Key terms
Power sources are the entire repertoire of behaviors that an individual could potentially call upon to influence others, whereas power tactics are the behaviors actually used in a particular situation
Formal power originates in the principle of hierarchy—the belief that power should be held disproportionately, with those higher in the organization having more and those lower having less. In contrast, informal power is reciprocal—individuals help each other out because of anticipated mutual gain, and conflict is minimal
Personal(soft) sources of power
Referent power: identifies with, likes, and admires person A
Example: a subordinate sees the boss as a role model
Expert power: believes person A has relavant experience and knowledge
Example: An employee agrees to implement a policy created by the company’s leagal advisors
Information power: Is convinced by Person A’s clear logic, argument, or information
Example: A work team is sold on a company redesign because of the way boss presents it to them
Formal (harsh) sources of power
Coercive power: fears being punished if he doesn’t comply with person A’s wishes
Example: employees receive tangible punishments such as pay cut, or intangible punishments such as personal disapproval
Reward power: anticipated being rewarded if he complies with person a’s wishes
Example: Employees receive awards such as money or personal approval
Legitimate power: Accepts that person A’s formal position in the organization gives him the right to make certain decisions
Example: a boss tells a subordinate how to do his job
How can you acquire power in your organization?
Engage in political behavior
What is political behavior, and is it a good...