Power Complexities in Organizations - Essay Example

? Power Complexities in Organizations Power Complexities in Organizations Introduction Change in organizations is affected by many factors with power held by any group really affecting decision making and management in any organization. When one person or group has power, they have the ability to make things happen, either by himself or he gets someone to do it for him. A manager can ask an employee to do something he wants done, for the good of the organization. Used properly, this will result in success of that person and his organization. Power is important in organization because it dictates order and direction to reach organization’s goals. If not used properly, problems may arise within an organization. Paul Merchant defines power as the ‘possession of authority and influence over others... a tool that, depending on how it's used, can lead to either positive or negative outcomes in an organization.’ Power relates to the ability to influence or control another’s behavior and action (Zolkiewski). Office politics results to power in a workplace. There are many types of workplace politics and some people enjoy being a part of those in power, while a lot of hate it, given that politics in the workplace being not easy to deal with. Latif, Abideen and Nazar wrote, “in any organization, it is not very difficult to find a person or group(s) indulging to influence decisions to either keep or supplement their personal interests… organizational politics can work either for or against an organization, but sometimes it is dysfunctional due to its potential power to disturb firm’s efficiency and effectiveness” (Latif et. al. 2011). Power is related to control over valued resources and transforms individual psychology such that the powerful think and act in ways that lead to the retention and acquisition of power (Magee and Galinsky, 2008). Organizational processes are influenced by institutionalization of power in organizations. Boonstra and Gravenhorst (1998) stated “that power in formal organizational structures and existing organizational arrangements have been changing dramatically… global competition and deregulation have led many companies to search for new forms of organization. Responsibilities, power, and accountability are being channeled to executives in charge and new forms of employment relations being developed”. Power groups can influence managers and executives (David P. Mills, Ronald M. Cervero, Christine A. Langone and Arthur L. Wilson, 1995) to exclude certain people in an organization from participating in decision making. Paul Merchant identifies five types of power, namely, legitimate power, expert power, referent power, coercive power and reward power. Rosa Krausz (1986) added another type of power to the five, and that is, interpersonal competence. Legitimate power, also known as positional power, is acquired from the position a person holds in an organization's hierarchy. People in organizations who have higher positions who give orders are normally followed by subordinates. In a work place, we normally follow the order given to us by people occupying higher positions than us. Expert power acquired from possessing knowledge or expertise. These people are where other coworkers go to as they are seen as experts in certain fields and can help them in situations in the workplace. While working on a research, we have many people working in a group. Though we work together, each of us have our own expertise. The person we see as having the greatest knowledge about a topic is normally acknowledged as the leader of the group because we know that he can direct the activity better. Referent power is derived from the interpersonal relationships a person cultivates with other people within the organization. This power arises from charisma (Lourdes Munduate and Kilian M. Bennebroek Gravenhorst, 2003), one who influences others through admiration, respect and trust (Marilyn M. Kennedy). Merchant said that this power is derived from personal connections with key people in the organization. An example is how a relative can recommend somebody to be hired based on his knowledge of that person. He can influence decision maker in an organization in hiring that individual. Paul (not his real name) was Director for Services in a company which he and his friend built. His friend was President of the Company. Because Paul trusted his friend so much and because his friend came from another company with the same line as the company now, Paul let his friend have the power to decide in all aspects of the operation. But his friend abused his power as President and led the company to ruin. He kept him in the dark when it comes to financial records of the company. He kept telling the finance officer to deposit money in his account and sometimes get the money personally from their agents in the field. Paul did not know all these until he was called for a meeting by the suppliers. He learned that the company has not paid any amount for the products that were delivered to them. When Paul asked his friend the President, he said he used some of the money, and they should just work harder so that they can pay the suppliers. Unfortunately, they were not able to succeed and finally the president declared bankruptcy and closed the company. How to use power appropriately Power comes with the position. Some use it well, others use it poorly. People must use their power to improve their organization (Beth Weissenberger. 2010). For leaders to be effective, they must use their power correctly. This will lead to company and personal growth, more efficient and high quality service. Managers, supervisors, and others must know how to use power correctly (Roelf Woldring, 2001). They must know how they feel about having power and using it. They should know bad side of power like using it for personal gain. They should be fair and honest. They must not abuse because it will only lead to suffering and destruction of self and organization. Summary A good manager knows how to use power correctly.  He knows it is a privilege that comes with leadership but it is also a responsibility.  Power is important in organization because it is how managers or supervisors influence their employees make things happen for the organization’s success. But sometimes, power is misused or abused. When this happens, problems arise. To be effective and successful, managers or supervisors must use their powers correctly. They must know their capacities and limits and accept that whatever he do will have great impact to the people he works with and to the organization or the company he is in. References Boonstra, J.J. and Bennebroek Gravenhorst, K.M. (1998). Power Dynamics and Organizational Change: A Comparison of Perspectives. European Journal Of Work And Organizational Psychology Vol 7No 2, 97–120. Web. 13 November 2012. Krausz, R.R. (April 1986). Power and Leadership in Organizations. Transactional Analysis Journal Vol 16 No 2. Web. 13 November 2012. Kennedy, M.M., ‘Seven Essential Principles for Managing Power and Politics’. Retrieved from http://www.w2wlink.com/Articles/Seven-Essential-Principles-Managing-Power-Politics-artid42.aspx. Web. 13 November 2012. Latif, A., Abideen, Z.U. and Nazar, M.S. (2011). Individual Political Behavior in Organizational Relationship. Journal of Politics and Law Vol. 4, No. 1; March 2011. Web. 13 November 2012. Merchant, P. ‘5 Sources of Power in Organizations’ Retrieved from http://smallbusiness.chron.com. Web. 13 November 2012. Mills, D.P., Cervero, R.M., Langone, C.A. and Wilson, A.L. (1995). The Impacts of Interests, Power Relationships, and Organizational Structure on Program Planning Practice: A Case Study. Adult Education Quarterly 1995 Vol 46 No 1. Web. 13 November 2012. Magee, J.C. and Galinsky, A.D. (2008). Social Hierarchy: The Self-Reinforcing Nature Of Power And Status. Academy Of Management Annals, Vol. 2, 2008. Web. 13 November 2012. Munduate, L. and Bennebroek Gravenhorst, K.M. (2003). ‘Power Dynamics and Organizational Change: An Introduction.’ Applied Psychology: An International Review Vol 52 No 1. Web. 13 November 2012. Paul, P. Interview respondent. 13 November 2012. Weissenberger, B. (2010). How to Win at Office Politics. Bloomberg Businessweek. Woldring, R. (2001). Power In Organizations: A Way of Thinking About What You’ve Got, and How to Use It. Ontario, Canada: Workplace Competence International Limited. Web. 13 November 2012. Zolkiewski, J. The complexity of power relationships within a network. Retrieved from http://www.impgroup.org/uploads/papers. Web. 13 November 2012. Read More