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 the use of organizational resources as defined for legitimate power. Employee 2 uses the third base of power which is expert power. Expert power is defined as the “influence wielded as a result of expertise, special skill or knowledge” (Robbins & Judge, 2007, pg. 472.) Employee 2 has convinced his/her accounting manger to allow him/her and only him/her to work 4 days per week instead of 5 days per week like the other employees of the accounting department. Employee 2 is the only CPA at the...
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