Chapter 11 MGT

Chapter 11 MGT - Chapter 11 The Concept of Power Power: the...

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Chapter 11 The Concept of Power Power: the ability to influence another person. As an exchange relationship, it occurs between an agent and a target. - Agent: person using the power - Target: the recipient of the attempt to use the power Influence: the process of affecting the thoughts, behavior, and feelings of another person Authority: the right to influence another person Zone of indifference: the range in which attempts to influence a person will be perceived as legitimate and will be acted on without a great deal of thought. Enlarging the zone is accomplished with power (an ability) rather than with authority (a right) Forms and Sources of Power in Organizations One of the earliest and most influential theories of power comes from French and Raven. Interpersonal Forms of Power 1. Reward Power: power based on an agent’s ability to control rewards that a target wants. For example, managers control the rewards of salary increases, bonuses, and promotions. 2. Coercive Power: power that is based on an agent’s ability to cause an unpleasant experience for a target. Managers may verbally abuse employees or withhold support from them 3. Legitimate Power: power that is based on position and mutual agreement; agent and target agree that the agent has the right to influence the target. For legitimate power to be effective, the employees must also believe the manager has the right to tell them what to do 4. Referent Power: an elusive power that is based on interpersonal attraction. The agent has referent power over the target because the target indentifies with or wants to be like the agent 5. Expert power: the power that exists when an agent has specialized knowledge or skills that the target. For this power to work, these three conditions must be in place: a. The target must trust that the expertise given is accurate
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Chapter 11 b. The knowledge involved must be relevant and useful to the target. c. The target’s perception of the agent as an expert is crucial - Reward power and coercive power have similar effects. o Reliance on these sources of power is dangerous because it may require the manager to be physically present in order to apply these sorts of powers. - Legitimate power also leads to compliance. However, it is not linked to organizational effectiveness or to employee satisfaction - Referent power is linked with organizational effectiveness. It is the most dangerous though because it can be too extensive and intensive in altering the behavior of others - Expert power has been called the power of the future. Has the strongest relationship with performance and satisfaction. - Legitimate, reward and coercive are automatically received by managers, but referent and expert need to be earned. -
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This note was uploaded on 08/30/2011 for the course MGT 3305 taught by Professor Reed during the Fall '08 term at Baylor.

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Chapter 11 MGT - Chapter 11 The Concept of Power Power: the...

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