Power and Politics

Topics: Bill Gates, Enron, Bill & Melinda Gates Foundation Pages: 7 (2306 words) Published: July 31, 2005
Politics and Power: Examples from Today's Corporate World

An effective organization focuses on strong leadership, power and political issues. These components are critical to creating an organization mindful of values, ethics, culture and innovation. Analyzing the use of power and politics are essential to understanding the behavior of individuals within organizations. There are two sides to power and politics. In one respect power and politics imply the shady side of leadership. However, power and politics can be positive tools that managers use to accomplish tasks. This paper defines power and politics and examines how one can be used to influence the other in a positive way, thus resulting in gain, and in a negative, corruptive way, which ultimately leads to destruction of an organization. POWER

Power has been described as the last dirty word. Money is easier than power for most people to talk about. People who have power deny it; people who want power try not to appear to be seeking it, and those who are good at getting power are secretive about how they got it (Kanter, 1979). The essence of power is control. In organizational behavior power is defined as the ability of controlling the behavior of others. Power is the force one uses to get things done. Power and leadership should not be confused. Leadership achieves goals and power is the means to facilitate their achievement. Power focuses on the tactics for gaining compliance while leadership focuses on style. Power is not without influence. One has influence when one has power. Power and influence are key components when a person is trying to achieve organizational goals. Power is divided into two categories; position and personal (Schermerhorn, Hunt, and Osborn, 2003). Power-based on a person's position has six bases: coercive, reward, legitimate, process, information and representative (Schermerhorn, et al., 2003). The coercive power base is defined as being dependent on fear. A person will react to this power out of fear of the negative results that might occur. A manager has the power to suspend or terminate an employee this gives the manager coercive power over the employee. The opposite of coercive power is reward power. People comply with the wishes or directives of another because doing so produces positive benefits. In the organization context it can apply to promotions or favorable performance appraisals. In formal groups and organizations, the most frequent access to one or more of the power basis is one's structural position. This is legitimate power. It represents the power a person receives as a result of his or her position in the formal hierarchy of an organization. Process power is the control over methods of production and analysis. Many organizations need a process specialist to ensure production is accomplished effectively and efficiently. The source for information power is based on the access and control of information or the "right to know." Not everyone is the organization will be privy to the inner workings of the company. Representative power is conferred on an individual when he or she has the formal right to speak as a representative of the organization. An individual's personal power is based on expert, rational persuasion, and reference bases. (Schermerhorn, et al., 2003). Expert power is influence wielded as a result of expertise, special skill or knowledge. A physician has the expertise and hence the expert powers to convince a person to follow the advice he or she might give. Rational persuasion involves showing the desired outcome and how specific actions will achieve the outcome. Reference power base is identified with a person who has desirable resource or personal traits. Referent power develops out of admiration of another and a desire to like that person. The analysis of power is to understanding the behavior of individuals within an organization. Power has two sides; one is negative when power is used...

References: Kantar, R. (1979). Power failure in management circuits. Harvard Business Review,
July-August, p.65.
Iwata, E. (2004, July 9). Enron 's Ken Lay: cuffed but confident. USA Today.
University of Phoenix. (Ed). (2003). Organizational Behavior, [University of Phoenix Custom Edition e-text]. John Wiley Publisher. Retrieved April 9, 2005 from University of Phoenix, Resource, MGT/331-Organizational Behavior Website: https://ecampus.phoenix.edu/secure/resource/resource.asp
Continue Reading

Please join StudyMode to read the full document

You May Also Find These Documents Helpful

  • Essay on Power in Politics
  • Power and Politics Research Paper
  • Power and Politics Essay
  • Power and Politics Essay
  • Essay about Effect of Power and Politics in an Organization
  • Power and Politics Essay
  • The Concept of Power in International Politics Essay
  • Power and Politics Essay

Become a StudyMode Member

Sign Up - It's Free