Professional Documents
Culture Documents
Power in organizations
John French and Bertram Raven James March Rosabeth Moss Kanter Henry Mintzberg Don Hellriegel and John Slocum Power as property Jeffrey Pfeffer Power and personality Niccolo Machiaveli David Maclelland Julian Rotter
Advanced Organzation Theory
Session Objectives
To understand the concept of power To distinguish between power and authority To understand the bases of social power To recognize the property concept of power To understand the nexus between power and personality
PRODUCT
NEOCLASSICAL
EMPLOYEE
ENVIRONMENT
CONTEMPORARY
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Source: Doherty, J. P., Surles, R. C. and Donovan, C. M. (2001) Organization Theory, in Talbott, J. A. and Hales, R. E. (Eds) A Textbook of Administrative Psychiatry, Washington, DC, American Psychiatric Publishing Inc, 40
Robert Michels
According to Michels thesis: Bureaucracy happens. If bureaucracy happens, power rises. Power corrupts [1]. An organization has to create a bureaucracy in order to maintain its efficiency as it becomes larger. Many decisions have to be made daily that cannot be made by large numbers of disorganized people. For the organization to function effectively, centralization has to occur and power will end up in the hands of a few. Those fewthe oligarchywill use all means necessary to preserve and further increase their power.
[1] Source: Leach, D.K. (2005) The Iron Law of What Again? Conceptualizing Oligarchy Across Organizational Forms, Sociological Theory, 23 (3), pp. 312-337.
Robert Michels
Authority System
Group Goal Pursuit
Power System
Differential Goal Pursuit
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Source: Buckley, W. (1967) Sociology and Modern Systems Theory, Englewood Cliffs, NJ, Prentice-Hall.
Theories of Authority
Authority
When the distribution of power in a social setting is accepted or legitimised by the other actors.
Jeffrey Pfeffer
Politics
Action taken to overcome resistance to ones preferred outcomes. A conscious effort to muster and use force to overcome opposition.
Bureaucratic Model
Rules-based, following previously adapted and effective processes.
Political Model
Pluralistic and democratic. Bargaining/compromise to overcome inter-group conflict. More powerful groups get the better deal. Source: Pfeffer, J. (1981) Power in Organizations, Marshfield, MA, Pitman.
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4. Force-conditioning models: power of the components is modified as a result of previous outcomes/choices 5. Force depletion models: power of components is modified as a result of exertion of power in past choices 6. Process models: choice is substantially independent of power but not a chance event
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Source: March, J. G. (1966) The power of power, in Easton, D. (ed) Varieties of Political Theory, Englewood Cliffs, NJ, Prentice-Hall.
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Source: March, J. G. (1966) The power of power, in Easton, D. (ed) Varieties of Political Theory, Englewood Cliffs, NJ, Prentice-Hall.
Power Lines
Three lines of power
Lines of Supply Lines of Information
To be in the know, formally and informally
Advanced Organzation Theory
Lines of Support
Rosabeth Moss Kanter Formal: freedom to act without multi-layered approval Informal: tacit support of other figures in the organization
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Source: Kanter, R. M. (1979) Power failure in management circuits, Harvard business Review, Jul-Aug).
Power Failure
Position
First-line supervisors
Symptoms
Close supervision. Do it oneself, blocking subordinates development and information. Resistant subordinates. Turf protection, information control Conservatism, resistance to change. Short-term focus. Top-down communications. Nepotism; retreat to the comfort of like-minded colleagues/lieutenants.
Sources
Routine, rules-minded. Limited lines of information. Limited advancement prospects. Routine task seen as peripheral to real tasks Retreat into professionalism. Easy replacement by external experts. Uncontrollable lines of supply. Limited/blocked lines of communication. Diminished lines of support
Advanced Organzation Theory
Staff professionals
Top executives
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Source: Kanter, R. M. (1979) Power failure in management circuits, Harvard business Review, Jul-Aug).
Exit Give up and leave the organization Pick up by ball and go Voice Stay and try to change the system Rather fight than switch Loyalty: Stay and contribute to the system Dont rock the boat
Source: Mintzberg, H. (1983) Power in and Around Organizations, Englewood Cliffs, NJ, Prentice-Hall.
Albert Hirschmann
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Prerequisites
Must be essential
Advanced Organzation Theory
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Source: Mintzberg, H. (1983) Power in and Around Organizations, Englewood Cliffs, NJ, Prentice-Hall.
Internal Coalitions
6. Top/General management 7. Operators 8. Line managers 9. Technostructure analysts 10. Support staff
Advanced Organzation Theory
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BASIS/EXAMPLE
Perception Piece-work rate Perception Dismissal Perception Military Identification Hippies/gangs Perception Lawyers
French, J. R. P. and Raven, B. H. (1959) The bases of social power, in Cartwright, D. (ed) Studies in Social Power, Ann Arbor, Michigan: Institute for Social Research, University of Michigan Press, 150-167.
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Informational Influence
Expert Power
Advanced Organzation Theory
Coercive Power
Referent Power
Legitimate Power
Informational Power 19
Source: DeZoort, F. T. and Lord, A. T. (1994) An investigation of pressure effects on auditors judgements, Behavioural Research in Accounting (6) Supplement, 1-30.
Knowledge is Power
Nam et ipsa scientia potestas est
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Centrality of Activities
Organisational Power
Non-substitutability
Uncertainty reduction
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Source: Buchanan, D. A. and Huczynski, A. J. (2010) Organizational Behaviour, Harlow, Pearson Education, p.699.
Challenge to power
Individual Exit Sabotage Malicious compliance Collective Voice Collective bargaining Industrial action
nAff
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Niccolo Machiavelli
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Source: Machiavelli, N. (2004) The Prince, London, Collectors Library.
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