...LET 1 Task 3 Thomas Pepper 195297 Introduction: Corporation A was founded in 1989 and focuses on creating marketing programs for the real estate industry. The corporate mission of Corporation A is to help clients improve their real estate sales. The Corporation A team is comprised of professionals with varied backgrounds and experience levels. The company prides itself on fostering a team environment throughout the organization. Given: Employee 1 has worked in the marketing department at Corporation A for 12 years. In the marketing department, employees who earn a superior rating on their yearly performance evaluation receive a large bonus at the end of the year. Employee 1 often comes into the office on weekends or stays late to ensure the work is complete and accurate. The marketing manager encourages employees to work beyond the requisite 40 hours a week by reminding them of the yearly bonus for receiving a superior rating on their next evaluation. Employee 1 is planning to use the bonus for a well-deserved vacation that would be unaffordable without the bonus. Employee 2 is the only certified public accountant (CPA) in the accounting department at Corporation A. Employee 2 has negotiated with the accounting manager to work a four-day work week and is the only person in that department allowed to work a compressed work week. The accounting manager agreed to the shortened work week because Employee 2 is the only employee who can prepare the company’s financial...
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...Bases of Power There are five bases of power in the given organization. The first base of power is reward power. Reward power is defined as being the opposite of coercive power and that “people comply with the wishes or directives of another because doing so produces positive benefits” (Robbins & Judge, 2007, pg. 471.) Employee 1 in the scenario wants to receive the bonus that he/she will be granted upon the successful completion of his/her annual evaluation. To ensure his/her tasks are finished and that they are correct, Employee 1 oftentimes works over his/her scheduled 40 hour work week by working late and on weekends at the encouragement of the marketing manager. The marketing manager often reminds the Employee 1 and his/her peers of the yearly bonus. The employee complying with the wishes of the marketing manager for he/she to work late so he/she will receive a good performance evaluation, thus resulting in the receipt of the desired bonus is an example of Employee 1 being affected by reward power. The marketing manager uses the second base of power, which is legitimate power. Legitimate power is defined as “the formal authority to control and use organizational resources” (Robbins & Judge, 2007, pg. 472.) The marketing manager being the person responsible for the evaluation of the employees, thus affecting whether or not Employee 1 receives the bonus he/she really wants is a demonstration of this power. The distribution of a bonus to an employee is an example of...
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...Power Conflict: It is human nature for an individual to crave power and with it, he is more likely to get what he wants. Conflict between people usually arises from power struggle. This battle for influence and superiority is called power conflict. It occurs when each one wishes to maintain or maximize the amount of influence that it exerts in the relationship and the social setting such as in a decision making process. Situational Example: In the matrix type of organization in which I am currently in, there were circumstances that lead to conflicts. As a manager I am responsible for overall India site, engineering samples orders, to be placed to third party vendor in US, which has high cost attached to it being prototypes. Each individual...
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...you powerfull) Have power- influence, make important decisions Power- Neutral-means to get things done Becomes negative when it is abused-makes people bad All Power-gained by creating dependence Valve Software: leading companies in making games-not a start-up- 2-4 billion dollars No bosses involved-self organized Little oversight and control Projects take over-radical No formal authority Not ordered around People work in teams 250-500 employees- highest profit margin-higher then apple and google Abilities to get things done-has to be earned by understanding people and knowing things that matter Company that does things very differently Managers simply have power because of their job. Nowadays the value of connections within a company outweighs the value of experience and hard-work a person holds. It is thought that knowledge makes you powerful, although, nowadays internal politics overpowers knowledge. Internal politics is seen when power is abused allowing employees who are not managers to gain power through other sources. The power of internal politics allows people who have less knowledge than others to excel in the work environment. When taking a look at Valve Software, we are presented with a self-organized structure that has little oversight and control. In addition to this there is no formal authority and employees are seen working in teams. This company entails 250-500 employees that are prone to working in teams that are formed naturally...
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...5 bases of power from the given scenario supported by examples. It should be noted that the 5 bases are split into to 2 primary power base types. Legitimacy, Reward and Coercive all belong in the Formal power type. The second power type is Personal power. The Expert and Referent bases fall into this category. Each power base is described below. 1. Reward is where a person expects a positive response to an action performed. The response can be praise, time off, monetary, or anything else the person values as a reward. In our scenario the manager is offering the prospect of a yearly bonus through a superior rating for those who work more than 40 hours per week. Employee 1 values that reward and puts forth the effort in hopes that his or her performance will meet the goal of a superior rating. 2. The second base of power to discuss is Legitimacy. Employee 1's manager has reminded the subordinates of the yearly bonus and Employee 1 acknowledges that if he or she wants to get the bonus and go on a vacation, he or she must follow the recommendation by the manager to work additional hours in the hope that he or she will obtain a superior rating from the manager. Additionally, Employee 3 received legitimacy from being selected to lead the sales team on his or her project to increase sales. 3. The third base of power is Coercive. Employee 2 has power over the manager because he or she is the only certified public accountant (CPA) at the company. Using coercive power, Employee 2...
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...Organizational Behavior & LeadershipFive Bases of Power – Task 3Tammy LydeenWestern Governors UniversityDecember 17, 2011 Within an organization leaders and managers use their power in order for their employees toreach the organization’s goals. There are five bases of power which can be broken down intotwo groups: formal power and personal power. Along with the five bases of power there is alsothe power of dependency which states that Employee B depends on Employee A if Employee Bhas goals and needs that Employee A can fulfill. Dependency can be increased when theresources that are being controlled are important, scarce and non-substitutable. Formal Power A formal power is based on an employee’s position within the organization. Coercive Power – A coercive power requires forcing an employee to do something thatthey do no want to do. This power can cause an unhealthy behavior and employeedissatisfaction in the workplace. The most common threat is the threat of being demotedor fired. Although the most common threats are being demoted or fired the marketingmanager also uses a coercive power when they tell the employees that their yearlyevaluation and bonus can be effected if they do not work over the required 40-hour work week. Employee 1 needs to work the extra hours so that they can achieve the yearly bonus and take a vacation that would not be affordable without the end of the year bonus. Reward Power – A reward power is when the leader uses their ability to administer...
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...Chapter 13 - Organizational, Political, and Personal Power Power = the ability to influence due to the origin of the power ** Having power gives one the potential to change the attitudes and behaviors of individual people and groups ** Ex: A scientist who is an expert witness in court has power due to his or her expertise Authority = the rights one has due to one’s position. -right to command, accompanies any management positions and is a source of legitimate power, although components of management, authority, and power are also necessary, to a degree, for successful leadership Ex: Human Resources office has the authority to negotiate one’s rate of pay, but not the authority to fire that employee Authority-Power Gap - Right to command does not ensure that employees will follow orders = Gap between position of authority and subordinate response Types of Power Reward power = obtained by the ability to grant favors or reward others with whatever they value Coercive power = the opposite of reward power, is based on fear of punishment if the manager’s expectations are not met Legitimate power = position power; authority - power gained by a little or official positions within an organization Expert power = gained through knowledge, expertise, or experience. - having critical knowledge allows a manager to gain power over others who need that knowledge Referent power = power that a person has because others identify with that...
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...LET1: Leadership Concepts and Applications SUBDOMAIN 317.1 - ORGANIZATIONAL BEHAVIOR & LEADERSHIP Competency 317.1.5: Leadership - The graduate can analyze leadership theories, methods, and tools in given situations and select the appropriate behavior of the leader. Objective 317.1.5-10: Identify the five bases or sources of power within a given organization. Objective 317.1.5-11: Define the relationship between power and dependency in an organizational setting. [pic] Introduction: Corporation A was founded in 1989 and focuses on creating marketing programs for the real estate industry. The corporate mission of Corporation A is to help clients improve their real estate sales. The Corporation A team is comprised of professionals with varied backgrounds and experience levels. The company prides itself on fostering a team environment throughout the organization. Given: Employee 1 has worked in the marketing department at Corporation A for 12 years. In the marketing department, employees who earn a superior rating on their yearly performance evaluation receive a large bonus at the end of the year. Employee 1 often comes into the office on weekends or stays late to ensure the work is complete and accurate. The marketing manager encourages employees to work beyond the requisite 40 hours a week by reminding them of the yearly bonus for receiving a superior rating on their next evaluation. Employee 1 is planning to use the bonus for a well-deserved vacation that would be...
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...Power And Politics In Organizations One of the most desired human wants is power. In the business world, power and politics, to a large extent, determine the growth, stability and continual success of companies. Before comparing and contrasting power and politics in organizations it would be beneficial to define each term. For the purpose of this paper, power is defined as the exercise of influence or control over another’s behavior, while politics is defined as the tactics used to obtain a desired goal, position or status in a company. Two examples of the abuse of power and politics, as it relates to management and leadership in an organization, is the failure of the management of some companies to give credit where it is due and the underhanded practices used by others for career advancement. Power and politics are the top two elements used in a company that either can cause the downfall or success of that company. Knowing the positions of power and politics and the role they play in a company is critical to the awareness of organizational ethics and leadership practices. The organizational management and leadership practice of a company depend largely on power and politics. Power and politics within an organization involves resources, money, people, time and authority. Power is established by social responsibility, control, behavior, organizational culture, and empowered management teams. Politics is established by a personal structure surrounded by traditional and non-traditional...
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...Referent Power Information Expertise Expert Power Any individual person who has an expertise that is highly valued possesses expert power. Experts have power even though their status might be regarded as being low. An person may have expert knowledge about technical, administrative, or personal matters. The harder it becomes to replace an expert; the higher becomes the degree of expert power that they possess. Expert power is occasionally called information power and is frequently a personal trait of the individual. A personal assistant for example, who has lower status in the organisation may also possess a degree of high expert power because they have extensive knowledge of how the business operates such as knowing where everything is located or are able to deal with difficult situations. Lewicki et al. (1985:249) states that people and countries will act sensibly when they have used up all other available possibilities. In any negotiation situation, expert power is the most standard type of power that is applied. Expert power consists of the persuasive nature of the information itself. It pertains to the amassing of information and how it is presented and is used with the intent of changing of how a counter party views the issues. It is the contention of Lewicki et al. (1985:251) that expert power is a unique kind of information power. Information power can be applied by any individual who has studied and prepared their position prior to the start of a negotiation...
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...Authority, as with discipline, can have different meanings, and the meaning of “authority” is dependent upon the context in which used for. For example: * The power or enforce obedience * Delegated power * A person whose opinion is accepted because of expertise. The independent police complaints commission The IPCC was formed in 2004 as a result of the police reform act 2002. It replaced the police complaints authority as the independent body to oversee completes, against the police in 43 police services in England and wales. It currently comprises 15 commissioners, who are appointed by the home sectary for a period of 5 years, and a team of independent investigators. Each team of investigators is headed by a regional director in each of its four regions, covering England and wales. The IPCC carries out investigations into serious allegations of misconduct by serving police person. These include allegations of: * Serious or organised corruption * Against senior officers * Involving racism * Of perverting the course of justice. HM chief inspector of prisons Her majesty’s chief inspector of prisons is another independent body which reports to the sectary of state for the ministry of justice on the condition and treatment of prisoners in England and wales. Its authority is given under section 5A of the prisons act 1952 and by section 57 of the criminal justice act 1982. The inspectorate is appointed by the home salutary for a period of 5 years...
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...north, Parker let his team members know that they must complete a total of a little over seven ‘lengths’ per day in order to complete the entire project in a targeted seven days. Parker provided rewards to all workers if they were to accomplish the task in such a short period of time. When they began staking land, it had been noted that both Greg Boyce and Brian Millar were unable to stake the required seven lengths each day. Parker was not impressed with either of their work efforts but only proceeded to torment Miller. Parker’s constant yelling caused Miller to subconsciously exert less effort towards his work. Parker failed to effectively use his legitimate power correctly, instead it appeared that he was resorting to the use of cohesive power. Although Parker expected seven lengths of each team member, he should have consulted the other members and created solidified team norms to ensure this expectation could be a reality. When dealing with this conflict, Parker had a very forceful approach to dealing with his and Miller’s conflict. Both Parker, Miller needed to be aware of the other possibilities to deal with conflict; with the implementation of such courses and training programs that specify in conflict resolution, this issue could be avoided for future workers. The improper use of power and the ineffective use of conflict handling styles lead to this team’s lack of cohesion and bitter feelings when parting with the project. Analysis The power that Tom Parker exercised...
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...CHAPTER 7 Power, Politics, and Leadership The purpose of this chapter is to provide readers with new insights into power and politics so that they can make better use of power and politics and thus lead others effectively. Chapter 8 is a continuation of this topic, but with a description of various influence tactics. CHAPTER OUTLINE AND LECTURE NOTES To function effectively, leaders must use power effectively, including applying political tactics to acquire and retain power. I. SOURCES AND TYPES OF POWER To exercise influence, a leader must have power, the potential or ability to influence decisions and control resources. A. Position Power A standard method of classifying power is based on whether the power stems from the organization or the individual. 1. Legitimate Power. Power granted by the organization is referred to as legitimate power. This power increases as one moves up the organization ladder. 2. Reward Power. The authority to give employees rewards for compliance is referred to as reward power. 3. Coercive Power. The power to punish for noncompliance is referred to as coercive power. It is based on fear. 4. Information Power. Having formal control over information that people need to do their work is referred to as information power. B. Personal Power Three sources of power stem from characteristics or behaviors of the power actor: expert power, referent power, and prestige power. All are...
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... • 5. Personal appeals. Referring to friendship and loyalty when making a request. • 6. Exchange. Making express or implied promises and trading favors. • 7. Coalition tactics. Getting others to support your effort to persuade someone. • 8. Pressure. Demanding compliance or using intimidation or threats. • 9. Legitimating tactics. Basing a request on one’s authority or right, organizational rules or policies, or express or implied support from • , social power is defined as “the ability to marshal the human, informational, and material resources to get something done.”22 • • Two dimensions of power that deserve our attention are (1) socialized versus personalized power and (2) the five bases of power. 5 bases of power: Reward power. A manager has reward power to the extent that he or she obtains compliance by promising or granting rewards. On-the-job behavior shaping, for example, relies heavily on reward power. Coercive power. Threats of punishment and actual punishment give an individual coercive power. For instance, consider this heavy-handed tactic by Wolfgang...
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...linked to loss of leadership in getting new products to the markets, high costs and market changes that the company was slow to recognize. (Dynacorp case M2-85) The political lens sees the organization as an arena of competition and conflict among individuals, groups and other organizations whose interests and goals differ or even clash dramatically……., the roots of conflict lie in different and competing interests and disagreements require political action…, power and interest, coalition building and negotiation, conflict and conflict resolution are essential aspects of organization life. Power and interest are the key concepts of a political perspective on an organization( Ancona et al, 2005: M2-85) I will define and use the power and interest concepts to analyze the political design of Dynacorp and elaborate on the factors promoting and hindering the change process at Dynacorp where it appears the jell-o liquid has been replaced by a rubbery mass. ANALYSIS Power Pfeffer defines organizational power as ' the potential to influence behavior, to change the course of events, to overcome resistance and get people to do things that they would otherwise not do' ( Ancona...
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