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9061 MBR

9061 MBR. Spring 2012: Intra-organizational relationships continued... Lecture 19 Power Lecture 20 Political Behaviour (and Conflict) Lecture 21 Revision. Lecture 19 Power. Aims: Consider nature of power including Lukes’s dimensions

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9061 MBR

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  1. 9061 MBR Spring 2012: Intra-organizational relationships continued... Lecture 19 Power Lecture 20 Political Behaviour (and Conflict) Lecture 21 Revision

  2. Lecture 19 Power Aims: • Consider nature of power including Lukes’s dimensions • Identify (some) sources of power – both vertical and horizontal • Dependence, vulnerability and subordinate power • Cross-cultural dimensions in Lecture 20.

  3. Power is pervasive in the life of organisations • Customer/client/consumer power • Stakeholder power • For our purposes now the focus on power relationships within organisations

  4. Legitimacy and the birth of modern organizations

  5. Power defined • Dahl (1961) A and B model A has power over B to the extent s/he can get B to do something they (B) would not otherwise do A process therefore which could involve could involve Rational persuasion Manipulative persuasion Inducement Threat/coercion Physical force

  6. Subtlety and visibility Lukes (2005) Dimension 1 Securing decisions for agreement Dimension 2 Decision-making agendas Dimension 3 Institutionalised power

  7. But what about the ‘electronic parent’? Self-monitoring...or saving 25$ per day in human intervention

  8. Classical Sources of Power. French & Raven (1958) • Legitimate power. Authority due to rank and/or position • Expert power. Relevant and ‘superior’ knowledge • Reward power. Access to valued rewards (psychological contract?) • Coercive power. Penalty and sanction. • Referent power. Normally viewed as inversely related Golf club analogy again?

  9. Normally applied to ‘vertical’ and top-down’ power

  10. Some More Recent Thoughts Imagery and language Gender e.g. Morgan (1986): Queen Elizabeth 1, Amazon, Delilah, etc strategies OrHenry VIII, Warrior, Playboy, Father ,etc strategies

  11. Horizontal Power Strategic Contingencies. Relate to departments or other sub-units. • Dependency materials through to information. • Financial resources (follow the money.) • Centrality ...e.g. in a university? • Non-substitutability • Dealing with uncertainty ...e.g. HRM post-2008.

  12. Dependency and ‘lower-order’ power • Scarce knowledge...see Lamborghini story in Reading Pack • Centrality to process Crozier (1964) parallel power of the maintenance menor 21st century ‘techie’ power Ways of overcoming such power?

  13. Everyday Mischief and Organisational Misbehaviour -see Lecture 20. • Negotiation of everyday power relations and the indulgency pattern

  14. Summary. • Power relations are pervasive within organisations...’a continual battle’ – see Robbins in Reading Pack. • Power therefore not a negative topic. • Subtle definitions and levels. • Sources of power. • Power and dependency – so not just top-down. • Link to politcal behaviour.

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