Power Imbalances - Coursework Example

Power Imbalances Abstract The purpose of this coursework is to analyse the impact of power imbalances on conflict mediation process. For this analysis, power imbalances in contemporary organizational structure have been considered. Impact of these power imbalances in certain scenarios, within the organizational context, has been analysed considering some perspectives from the literature. Recommendations to minimize power imbalances in these scenarios have been made and conclusions have been drawn based on the analysis. 1. Introduction: Most of the great achievements of contemporary organizations have been accomplished by adopting various new strategies in almost every sphere including organizational culture, systems, technology, human resources, operations etc. These achievements have not only increased competition but also necessitated, or even given rise to, various changes in management. One such change is the organizational structure that has changed to being a flat structure from a hierarchical one in most of the organizations. On the one hand, the flat organizational structure has helped in reducing the number of managerial levels in order to improve accessibility and increase accountability besides improving efficiency, reducing costs and better empowerment; on the other hand, this structure has bred power imbalances with greater intensity than the hierarchical structure, thus giving rise to potential conflicts. Paradoxically, these power imbalances also hinder attempts to manage conflicts. Present discourse will focus on understanding this aspect of power imbalance at workplaces and its impact on conflict management based on certain situations. Recommendations will be made based on the issues identified and conclusions will be finally drawn. 2. An understanding of power and conflict: Power refers to the elusive force experienced by people, usually based on their position. According to Daft (2009), power may be defined as “the potential ability of one person (or department) to influence other people (or department) to carry orders or to do something they would not otherwise have done” (p. 497). Power is a very important strength that managers/leaders should use in the most appropriate manner to achieve desired outcomes. Power is used to set goals, define targets, rules and policies, and to manage performance; power is also used to manage conflicts among individuals and groups. Daft (2009) explains that conflict is usually the outcome of interaction among people or groups with differing opinions. Conflicts can either be helpful or harmful for the organizations and its employees. Conflicts that can instigate differential thinking and innovative options are usually helpful, whereas conflicts in terms of goals, understanding, opinions, interpretation, perception etc are usually harmful and can lead to severe consequences. 3. Relationship between power and conflict: To deal with all kinds of conflicts, managers leverage their position and power. According to the conflict theory, power is an essential element in managing conflict or in influencing others to produce desired outcome (Andersen & Taylor, 2007). Power by virtue of position provides the authority for individuals to exercise their aspirations, which can also be a cause for conflict sometimes. Moreover, usage of power, by virtue of position, to manage conflicts can be a hindrance. All these instances could be a result of the phenomenon associated with power and its usage that is usually, and also, the reason for power imbalance. 4. Power imbalance and conflict management: Weinstein (2001) has extensively elaborated on the impact of power imbalance in mediation process. In this elaboration, she has constantly emphasized on the fact that the organization’s success and instances impacted by power imbalances cannot be separated. Very often, the hierarchical positions that decide the intensity or scope of power itself act as the causes for conflicts. For instance, in the flat organizational structure, working relationships and liaisons are formed on the basis of job responsibilities, skills and goals. These organizations also have larger teams and span of control, which further dilutes the extent or intensity of leaders’ control on their team members. Therefore, conflicts that arise due to differences in opinions, skills, understanding, expectations and motivational levels of employees cannot be avoided. Employee empowerment is considered as one of the most effective ways to manage teams in such organizations (Spreitzer, 2008). Very often, superiors tend to empower their subordinates with greater responsibilities for various reasons such as recognition for good performance; to groom the talented and high performing employees for higher roles; for contingency purposes etc. During these phases, empowerment is usually unaccompanied by authority. These empowered employees will not be able to effectively manage conflicts, if any, due to lack of authority. Such power imbalances can be highly dangerous for the teams, which may eventually aggravate or exacerbate the conflicts and might require intervention from senior leaders/managers. Spreitzer (2008) argues that empowerment is mostly used by managers as a means to get more out of their employees without increasing the pay or providing real power (p.64). While empowerment is viewed as a great method to motivate employees, its scope of influence is often limited to work-related or job task related activities. This is because empowerment practices are usually informal and as per the leader/manager’s discretion; and, formal empowerment can be accomplished only with growth or promotions and in accordance with the organization’s policies and procedures. It is important to note that informal empowerment is usually not defined, which can therefore breed power imbalance. Moreover, informal empowerment is usually limited to job tasks, and hence cannot be equated with authority that comes by virtue of one’s position. For instance, a supervisor of a team can assign operations-related responsibilities to the potential candidate, but cannot give the responsibility of conducting performance appraisals or dealing with any compliance-related issues that the supervisor is accountable for. Here, power imbalance limits empowered employee from taking decisions or mediating conflicts that are compliance or policy-related. 5. Recommendations: In order to minimize power imbalance and improve mediation in conflicts, flat organizations need to form teams and working relationships the basis of work agreements, goals, teams, collaboration, and shared rewards and profits (Doherty & Guyler, 2008). This fundamentally means minimizing the use of power or authority to accomplish goals. Establishing working relationships based on these aspects also requires great efforts from the leadership team to improve team bonding among employees. Identification of the right leadership at all levels and individuals capable of being empowered with critical responsibilities is essential to minimize conflicts. 6. Conclusions: To conclude this discourse, it would be apt to mention that power imbalances are an inevitable aspect of management in contemporary organizations, and is prominent in flat hierarchy owing to the nature and scope of responsibilities given to employees. Secondly, conflicts are also unavoidable, especially where individuals have to work in teams that share common goals and skills. While empowerment can be regarded as one of the many reasons for breeding power imbalances, its impact on conflict mediation process is insignificant, or even negative. To improve the mediation process and the outcomes and to minimize power imbalance caused due to empowerment, it is recommended that working leaders put in greater efforts to improve working relationships among their employees through effective team bonding and effective leadership. References Andersen, M. L., & Taylor, H. F. (2007). Sociology: Understanding a Diverse Society (4th ed.).Belmont, CA: Thomson Higher Education. Daft, R. L. (2009). Conflict, Power and Politics. In Organization Theory and Design (10th ed.). Mason, OH: Cengage Learning. Doherty, N., & Guyler, M. (2008). The Essential Guide to Workplace Mediation and Conflict Resolution: Rebuilding Working Relationships. London, UK: Kogan Page. Spreitzer, G. (2008). Taking Stock: A Review of More than Twenty Years of Research on Empowerment at Work. In J. Barling, & C. L. Cooper (Eds.) The Sage Handbook of Organizational Behavior: Micro Perspectives (Vol. 1, pp. 54-72). Thousand Oaks, CA: Sage Publications Inc. Weinstein, R. J. (2001). Mediation in the Workplace: A Guide for Training, Practice, and Administration. Westport, CT: Greenwood Publishing Group. Read More