Bases of power in an Organization
Bases of power in an Organization: Individuals with varying degrees of influence form the foundation of organisations. Authority may come from a person’s position in the company or through particular knowledge and skill. Others may wield power as a result of their interpersonal connections or the strength of their personalities. Others acquire power by having the capacity to provide access to valuable resources.
Power that is legitimate or that is based on a position
Positional power is another term for legitimate authority. It comes from a person’s position within an organization’s structure. Junior employees must report to superiors, and managers have the authority to assign responsibilities to their juniors, according to job specifications.
Positional power can only be successfully exerted if the person holding it is seen to have gained it legally. The CEO of a firm is an example of legitimate authority.
Bases of power in an Organization
Possessing Knowledge Gives You Expert Power
Knowledge is a powerful tool. Competence is obtained from a person’s knowledge or expertise in a certain field. Organizations reward these individuals for their problem-solving abilities. People with expert power accomplish crucial duties and are therefore seen as necessary.
People with expert authority are regarded in high respect by other workers, and their thoughts, ideas, and judgments have a significant impact on their activities. Expert power is often used as a stepping stone to other forms of authority, such as lawful power. A person with expert authority, for example, may be elevated to senior management, granting him legal power.
Interpersonal Relationships Provide Referent Power
Referent power is obtained from a person’s interpersonal ties with other members of the organisation. When people respect and like you, you have reference power. Referent power is derived from charisma, since a charismatic person may influence others by their admiration, respect, and trust for her.
Personal ties with senior persons in the organization’s hierarchy, such as the CEO, also contribute to referent power. Her ability to control others is based on her sense of her own connections.
Ability to Influence Others Provides Coercive Power
The capacity to control people by threats, penalties, or sanctions is known as coercive power. To avoid disciplinary action from his supervisor, a junior employee may labour late to accomplish a deadline. A person’s capacity to discipline, terminate, or censure another employee is referred to as coercive power. Employee conduct may be controlled via coercive power, which ensures that workers follow the organization’s regulations and standards.
Reward Power and the Ability to Influence Incentive Allocation
The capacity of a person to affect the distribution of incentives in an organisation is known as reward power. Salary increases, good evaluations, and promotions are examples of these incentives. People with reward authority in an organisation have a tendency to influence the conduct of other workers.
When applied correctly, reward power may substantially drive staff. Reward power, on the other hand, may demoralise staff and reduce performance if it is used in a favoritistic manner.