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Influence power, politics and control

Critically discuss and identify the influence power, politics and control have on the management of performance

First of all discuss the theories of power, politics and control and what they are understood to be, drawing on the relevant reference. Also discuss the different approaches and what the advantages and disadvantages may be. Before discussing how the different perspectives may effect performance of the individuals and organisation, identify what is meant by performance.

Introduction

The assessment is taken from the “managing and leading people” module. In this module we have learn lot of things about the management. We learned the concept, process, and practice of managing and leading people and process within the organization. Module has cleared all our concepts about the management performance, organizational values and leadership.

On very first day our module leader divided us in the PALS group of five members. And that was also big opportunity for students to learn more. Because all students belonged from different cultures. In PALS when every member of the group give their own different opinions then it create a cause to get different ideas from each other. Due to the participation of every member in the group we have learned more things and get different ideas about the final assessment of this subject.

Four questions were given in this assessment through which we have to complete one question with full knowledge. And I have selected power, politics and control as I defined below every thing about this question.

Power, politics and control

Power and politics

In the business modern world power and politics are to big extent to determine the growth of the organizations and also for the stability and continual success of the company. As power and politics is to relate with the management and the leadership of the organization. Power and politics are the two main elements which use in the company these are can be either cause of downfall or success of the company. The organizational management and leadership practices totally depend on the power and politics. Organizational power and politics involves resources, money, people, time and authority. Power is established by social responsibilities, behaviour, organizational culture, and behaviour and management teams. And politics is concerned with culture into the organization, personal structure, and managerial positions. Personal values.

Definition of power

There are numbers of definitions have been written by authors and many of these definitions which apply that power is very much necessary and it is a individual attribute, some of these are following

The capability to modify the conduct of other individuals or groups in proper ways which they wish and without having to modify their own conduct in a proper ways or in manners which they do not wish. (TAWENY 1931, P229)

If two persons A or B doing work in the organization and both have power but one person A have much power as compare to other person B then person A can get the B to do something that B would not otherwise do. (DAHL 1957 P 203)

Power is the ability to get others to change their behaviour even if they do not wish to do so (French and Raven, 1960)

The ability to influence people toward organizational objectives” (US Navy, n.d)

The origins basses or source of power

The bases of power are divided onto different attributes.

To know about the knowledge of the power about its use in the first stage is identify that some individuals and groups have more power then others why it is. Power rottenly comes from several sources at the same time and some of these sources are located within and individual or groups some sources comes from the nature of the organization and some other sources may be arise from the situations.

The interpersonal basis of the power

Several different scheme has been suggested that sources of power should be divided into different parts but according to French and Raven’s (1959) five basis of power; the original scheme only gives the ideas about these bases but some sources derived from the power holder positions and some others sources derived from the personal characteristics these are divided into two groups.

The origins/ sources or bases of power

There are different parts in the organizational origins like

  1. Reward power
  2. Coercive power
  3. Legitimate power
  4. Expert power
  5. Referent power

Reward power

Someone who handle the distribution of rewards to other people he has some special power then other people, because he’s providing the value and rewards to others. the more formally structured an organization the more likely it is that this type of power will be limited by rules, for instance, supervisor may be have only authority to make recommendations about increased rewards for the subordinators, but the main and actual decision is the prerogative of a higher level manger. The use of reward power is also affected by informal custom and practice arrangements.

Coercive power

Coercive power is the totally different from the reward power. Coercive power is the ability to inflict punishment which means to force someone to do something against his wish. Coercive power is possibly physical harm but some time other threats could be used but its main purposes compliance. Coercive power is the power of dictators, financial, expert and personnel. Examples of coercive power are all governments. Although mostly it is use as negative but also it is often seen to keep the peace. For children’s who know no better about any thing parents used the coercive power

Legitimate power

Legitimate power is the formal rank or role which means resources; knowledge, technical skills and access to others.Legtimacy power come from coercive power or higher power. Examples of legitimate power are Kings, policemen and managers. These people have the legitimate power because obey them because of their position not by their personality. When they fall from their position people do no do so. An example this kind of power could be the authority that a manger holds over a subordinate or that a teacher has over a student (Ed. Allison McClinitic Marion and Gale Cengage,2006)

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