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CLEP Principles of Management 1

Legitimate power is the basis of a managers power in

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Legitimate power is the basis of a manager's power in a formal organization Referent Power - based on admiration and respect; a need to identify with the person in power. Expert Power - based on possession of unique skills, knowledge, and competence. Expert power is based on the potential leader's expertise or knowledge in the area in which he is trying to influence others. It occurs when subordinates believe the leader has superior knowledge and technical abilities relevant to the task at hand. It is the perception that is important; subordinates must perceive that the leader is an expert regardless of the true level of expertise. If this is not perceived, no expert power exists Information Power - based on an individual’s access to valued data. Connection Power - based on an individual’s formal and informal links to influential persons both within and outside of the org. Position Power - determined by the job description, by authority, and by responsibilities. The “right” to influence others using the power sources of reward, coercion, legitimate, and information; used by the manager to complete the work of the unit. Personal Power - determined by credibility, reputation, and trust. With such sources of power as expert, referent, information, and connection, the leader inspires commitment and instills confidence. A good manager will use personal power to resolve conflict and maintain teamwork.
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Exploitative Power - subjecting people to whatever use the power holder chooses. Manipulative Power - influence over others based on anxiety or fear. Competitive Power - energy used against another in a win-lose scenario. Nutrient Power - using influence in a caring manner. Integrative Power - cooperative power with others. 107. 108. Influence - control over the attitudes and behavior of others. Influence, in the positive sense, is based on honor, respect, loyalty, and commitment. Influence, like any source of power, can also be abused by using it for exploitation. a. 109. Social Responsibility An organization that practices social responsibility tries to balance being profitable with satisfying the needs of those whose future is tied to that of the organization. Social responsibility means that an organization tries to be responsible to society, even if that may mean reducing profits. Examples are fair employment practices, helping with urban renewal and development, working with educational institutions, and limiting pollution. An org which considers society's values and objectives when making decisions is showing a sense of social responsibility. They are showing a sense of social responsibility, trying to do what's right for society, and in many cases, even actively trying to help the community. 110.
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