HR mini case-study: Appropriate use of power in the workplace
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Drawing on your own personal experience, write a mini case-study (max 1500 words) on one of the following OB-related topics: 1. When Teamwork failed to meet its objective 2. The appropriate use of power in the workplace 3. Organizational Change
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3. Prerequisites for an effective performance management system including clear policies and procedures.
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Let’s take a look at how this change model can make the process easier.
Organizing
Organizing involves dividing work into activities and groups, assigning responsibilities, and coordinating efforts to achieve goals. Key aspects of organizing include:
- Dividing work through departments and specialization so individuals gain expertise.
- Coordinating interdependent roles to complete work flowing from one person to the next.
- Establishing authority and responsibility relationships through a management hierarchy with clear reporting lines.
The organizing process involves determining objectives, dividing activities, assigning duties, and delegating authority. An organization structure illustrates these relationships through positions and reporting lines on an organizational chart. Both formal and informal organization structures guide how work gets done through defined and emergent relationships.
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This document provides an overview of performance appraisal methods used to evaluate employees. It discusses several common methods including 360 degree feedback, rating scales, critical incidents, essay method, work standards, ranking, forced distribution, result-based systems, and behaviorally anchored rating scales. Each method is defined in one to two sentences. The document aims to inform the reader about different performance appraisal techniques used by organizations.
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Managers play several key roles in organizations, including overseeing daily operations, setting goals, delegating tasks, enforcing policies, and evaluating performance. Effective management styles include directive (close oversight), authoritative (setting a clear vision), affiliative (focusing on employee happiness), participative (encouraging participation in decisions), pacesetting (setting high standards), and coaching (helping employees develop). The most appropriate style depends on the employees, tasks, and current business situation. Overall, managers are responsible for the coordination and success of organizational activities through both management and leadership.
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Accenture had a long-standing performance management model that was built when the company was primarily a consulting organization in a less global and digital environment. Over time, changes in technology, Accenture’s business services and the company’s workforce led to reimagining performance management for the company.Accenture Human Resources designed Performance Achievement, a new performance management approach in collaboration with Accenture’s global IT organization; Fjord, part of Accenture Interactive; and early adopter groups. Human Resources and Fjord focused on applying human-centered, experience design to the concepts, while global IT partnered with Human Resources to develop the functional and technical requirements.
Global IT together with Human Resources solution architects assessed the marketplace for packaged solutions but were unable to find any that would meet this project’s unique requirements. This outcome led the team to turning to build a solution. Development had to be done quickly to meet a tight timeline. To support this objective, a core global IT team started with three main tenets:
Stay on the leading edge architecturally and use on-demand cloud computing platforms to allow for fast development and experimentation.
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The document discusses the importance of onboarding new employees properly. It states that the head of production, Mrs. Suman Prabhakar, joined recently and may have been responsible for an occurrence due to not undergoing a proper onboarding process. It emphasizes that onboarding helps new hires understand the company environment and culture. It proposes automating the onboarding process to provide consistency, reduce errors, lessen the HR workload, and give new employees a positive first impression through orientation and training.
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This document discusses six key work practices that can enhance employee motivation and lead to better performance when implemented together:
1. Career development and opportunities for advancement - Organizations should provide career development opportunities for all staff through consistent policies over time.
2. Training opportunities - Providing training linked to business needs generates commitment and a more efficient organization.
3. Job influence and challenge - Giving staff influence over their jobs and designing challenging jobs improves motivation and commitment.
4. Involvement and communication - Involving staff in decisions and communicating effectively makes them feel valued and improves understanding.
5. Performance management and appraisal - Focusing on performance improvement as well as reviews and linking these to development
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Trait theory of leadership
Trait theory suggests that leadership qualities are innate and that leaders can be identified by their distinctive personality traits and characteristics. The document discusses Mahatma Gandhi and E. S. Ridharan as examples of trait leaders, outlining their key traits including ambition, desire to lead, honesty, integrity, self-confidence, intelligence, and job knowledge. Both Gandhi and Ridharan are described as born leaders who influenced people through their leadership skills and innovative approaches to achieving important goals for India.
Performance Management System
This document outlines the key aspects of a performance management system, including:
1. The meaning, scope, and objectives of performance management, which aims to enhance employee performance and provide feedback.
2. A four-phase performance management cycle of setting expectations, maintaining dialogue, evaluation, and addressing poor performance.
3. Prerequisites for an effective performance management system including clear policies and procedures.
4. Factors to consider when seeking to improve employee performance through targets and other drivers.
Organisational Development Interventions
There are three main types of organizational development interventions: individual, group, and organizational. The document outlines several examples of interventions for each type. An effective OD intervention process involves entering and contracting, diagnosis, designing the intervention, leading and managing change, and evaluating and institutionalizing the changes. Interventions can be categorized into four buckets: human process, strategic, human resource management, and technostructural. Organizations should be able to identify the need for interventions early to address issues with minimal effort before they escalate.
The leadership pipeline
The document discusses a leadership pipeline model with 6 passages that individuals must progress through as they take on new leadership roles in an organization. It describes the skills needed at each passage from managing self to enterprise manager. An integrated approach is suggested using succession planning, coaching, and addressing clogs or problems that occur. Developing leadership capacity through this pipeline model can help organizations achieve their goals by having the right leaders in place.
A study on reward and recognition program 2016
“People may forget words; People may forget actions; but people will always remember Respect, Recognition & Appreciation given to them publicly for their contributions....”
Fundamental of Management (managers & management) Notes
FellowBuddy.com is an innovative platform that brings students together to share notes, exam papers, study guides, project reports and presentation for upcoming exams.
We connect Students who have an understanding of course material with Students who need help.
Benefits:-
# Students can catch up on notes they missed because of an absence.
# Underachievers can find peer developed notes that break down lecture and study material in a way that they can understand
# Students can earn better grades, save time and study effectively
Our Vision & Mission – Simplifying Students Life
Our Belief – “The great breakthrough in your life comes when you realize it, that you can learn anything you need to learn; to accomplish any goal that you have set for yourself. This means there are no limits on what you can be, have or do.”
Like Us - https://www.facebook.com/FellowBuddycom
Connecting L&D With Integrated Talent Management
In this session, you will hear a combination of the latest research and best and next practices from leading organizations on the role the learning and development staff is increasingly playing in the integrated talent management movement. As a starting point, the group will discuss the top-level findings from ASTD’s recently published report, “Learning’s Critical Role in Integrated Talent Management,” including information on how high-performing and low-performing organizations use talent management differently. You will also gain information on which organizational roles are primarily responsible for the key elements of talent management: leadership development, individual development, performance management, employee learning, recruitment/selection, employee engagement, compensation and benefits, and succession planning. And you’ll hear about learning’s role in each area.
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Burke litwin change model - Organizational Change and Development - Manu Mel...
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Fundamental of Management (managers & management) Notes
Fundamental of Management (managers & management) Notes
Similar to HR mini case-study: Appropriate use of power in the workplace
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This document discusses power and politics in organizations. It begins by defining power as the ability to influence and control things that are valuable to others. There are different sources of power, including coercive power using fear, reward power from allocating incentives, and referent power from personal relationships. Power can be used positively or negatively. Organizational politics involves informal efforts to influence others and achieve objectives, and it arises from conflicting agendas and struggles for power. While often viewed negatively, politics are not inherently bad, and effective politics maintains relationships while achieving results.
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The document discusses different types of organizational structures and concepts of power and authority. It describes line structure as having a direct line of command from top to bottom, suitable for small firms. Line and staff structure adds staff departments for support while functional structure divides the organization into specialized functions or departments. The sources of power are described as positional, referent, expert, reward and coercive power. Delegation and decentralization are meant to relieve top management while ensuring accountability.
Running head WELL FARGO POWER, POLITICS, AND CULTURE .docx
This document discusses power, politics, and culture at Wells Fargo and how they influence the organizational structure and employee behavior. It explores how Wells Fargo implemented a new technology framework to improve employee productivity. Sources of power within organizations are also examined, including legitimate, expert, referent, coercive, and reward power. Effective leadership is shown to shape organizational culture, and leaders can influence employees positively by gaining their trust and respect or negatively through threats. The summary concludes that power and politics have shaped Wells Fargo's culture and leadership plays a key role in influencing employees and changing the culture.
Below is 4 questions that I need answered. I usually just get other .docx
Below is 4 questions that I need answered. I usually just get other peoples responses and take bits and pieces of every one to create mine. If you could please do the same and make my discussion question answers touch every important detail that my fellow students have also touched on. Please make my disscussion answers original not following the same answering format as my fellow students. I dont want my teacher to know that All I do is take bits and pieces of others post to create my own
*Explain what motivation is and why managers need to be concerned about it.
*Explain what leadership is, when leaders are effective and ineffective, and the sources of power that enable managers to be effective leaders.
*Explain how different elements of group dynamics influence the functioning and effectiveness of groups and teams.
*Explain why strategic human resource management can help an organization gain a competitive advantage.
Below is all of these questions answered by different classmates in my class. Please use their answers as a base to formulate your own...
Motivation is the psychological forces that determine the direction of a person’s behavior in an organization, a person level of effort and a person level of persistence in the face of obstacles. Managers should be concerned with motivation because it explains why people behave the way they do. It can explain why a waiter is mean or nice, or why the customer service representative you are dealing with is helpful and understanding or rude and unhelpful.
Leadership is the process by which a person exerts influence over other people and inspires, motivates, and directs their activities, to help achieve group or organizational goal. Leaders are affective when they can unite a group to achieve a common goal. There are five types of power that a leader must balance. Legitimate power: the authority that a manager has by virtue of their position in an organizations hierarch. Reward power: the ability of a manager to give or withhold tangible and intangible rewards. Coercive power: the ability of a manager to punish others. Expert power: power that is based on the special knowledge, skills, and expertise that a leader possesses. Referent power: power that comes from subordinates’ and coworkers’ respect, admiration, and loyalty.
There are five key elements of group dynamics. Group size: the number of members in a group can be an important determinant of members’ motivation, commitment and group performance. Group roles: a set of behaviors and task that a member of a group is expected to perform because of his or her position in the group. Group leadership: leadership is a key ingredient for high- performing groups, teams, and organizations. Group development over time: it sometimes takes a self-managed team two or three years to perform up to it true capabilities. Group norms: shared guidelines or rules for behavior that most group member follow. Group cohesivenes.
Running Head SOURCES OF POWER AND INFLUENCE1SOURCES O.docx
Running Head: SOURCES OF POWER AND INFLUENCE
1
SOURCES OF POWER AND INFLUENCE
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Sources of Power and Influence
Name
College
Course
Tutor
Date
Description of where the sources of power and influence exist in the organization
Influence is the capability to have an effect on development, character and behavior of somebody or something. Power is the ability to control people or an area (Bacon, 2011). In the organization, the sources of power and influence exist in a person’s position and in the expertise of an individual. With the two sources, an individual is able to control and influence the rest to perform effectively. In any organization, the sources of power and influence are necessary to affect the characters of the staff so as to make them suitable for the achievement of the organizational goal.
The positional power of an individual in an organization is the influence as a result of the position that the individual holds in the organization. The individual in a managerial position may be able to effectively influence the rest of the organization’s staff towards the organizational goal. Organizations find it beneficial to give individuals power to perform certain jobs. That is because the power can enable the other individuals and the entire organization to perform efficiently.
The positional powers may be categorized as legitimate, reward and coercive powers. Legitimate power is the positional power derived from a person’s position in an organization. Managers of organizations are the individual who poses legitimate powers. Their managerial position in the organization grant the legitimate right to poses the power, as per the companies’ constitution. They have the power to carry out the specified duties and responsibilities in the organization.
Reward power is a positional power which is based on the individual’s ability to reward the rest of the organizations staff for their desired behavior (Bacon, 2011). Most organizational managers have this kind of power since they are responsible of controlling most rewards. They are mainly responsible for pay increases, promotions, recognition rewards and status symbols. Coercive power is a positional reward which is based on an individual’s ability to prevent the rest of the staff from receiving desirable reward. It is the opposite of reward power since it is the power to punish those who do not achieve the desirable behavior.
Personal powers are a source of power and influence such as expert powers, referent powers, connection power and information power which is got from an individual’s capability. Expert power is possessed by an individual who has knowledge which is valued in the organization. Referent power is possessed by an individual who causes the others to admire and emulate him or her. Examples of individuals with such a power in an organization are charismatic leaders. The leaders are visionary and exhibit great confidence to the rest of the staff in the or.
Authority, power, and conflict in organization
The International Institute for Science, Technology and Education (IISTE). Science, Technology and Medicine Journals Call for Academic Manuscripts
MN5067 Leadership In Practice.docx
This document discusses leadership, power, politics, and conflict in organizational settings. It defines each concept and links them together. Power is the ability to influence others and is divided into legitimate, illegitimate, and coercive categories. Organizational politics involves alliances between employees to receive rewards. Conflict arises from differences in interests or opinions and can be task-based, values-based, or relationship-based. Theories like transformational leadership, power frameworks, organizational politics, and organizational conflict are used to analyze these concepts in companies like Amazon.
Unit 06
Power refers to an individual's ability to influence others, while politics involves using power to achieve tasks and protect interests. Authority is the formal right of managers to issue orders. It is important for managers to understand power, politics, and authority to efficiently manage organizations and balance individual and organizational goals. Job design and delegation of authority are also crucial for optimal performance.
Models of organizational behavior
The document discusses different models of organizational behavior including autocratic, custodial, supportive, collegial, and system models. It describes the key elements of each model including their basis, managerial orientation, employee orientation, needs met, and performance results. The autocratic model relies on power and leads to dependence on the boss. The custodial model focuses on economic resources and benefits to meet security needs. The supportive model uses leadership to help employees grow. The collegial model builds partnership and teamwork. The system model conveys employees are important to the whole system.
Leadership styles and its effectiveness on employees' job commitment
- The document discusses a study that examined the relationship between leadership styles (transactional, transformational, and laissez-faire) and employee commitment in a Nigerian organization.
- The study found that transformational leadership was the most common style used by managers and that there was a significant relationship between leadership styles and employee job commitment.
- Transactional and transformational leadership styles can impact employee performance and commitment, with transformational leadership tending to foster more development and commitment among employees.
Assignment 1 determining employee motivation
Management can determine employee motivation levels through various strategies including surveys, analyzing key drivers of motivation, and ensuring goals are aligned between the organization and employees. Expectancy theory proposes that motivation depends on expectancy, instrumentality, and valence. Expectancy is the belief that effort will lead to good performance. Instrumentality is the belief that good performance will result in a reward. Valence refers to the value an employee places on the reward. The theory helps predict motivation if expectations are clearly defined, performance is tied to rewards, and employees value the rewards. However, it focuses only on extrinsic motivation and may not apply if employees lack ability or resources. It also assumes goals and needs remain stable over time.
Power & Politics in an organization
types of power exercised by management , employee, factors affecting power, advantages, disadvantages, importance, types of politics, factors ,advantages, disadvantages summary,
final write up
This document summarizes a study that examines the influence of transformational leadership behaviors on employee turnover in the banking and education sectors in Pakistan. The study analyzed the relationship between transformational leadership and perceived organizational support, leader-member exchange, trust, job alternatives, and turnover intentions. It found that transformational leadership was significantly related to perceived organizational support and leader-member exchange, which in turn mediated the relationship between transformational leadership and turnover intentions. Trust and job alternatives also moderated the relationship between transformational leadership and turnover intentions. The study concluded that transformational leadership behaviors can help reduce employee stress and turnover intentions, building organizational commitment and performance.
Research Proposal
This document discusses leadership styles, perceived organizational politics, and job satisfaction. It proposes that transformational leadership reduces perceptions of politics and increases job satisfaction, while transactional leadership increases perceptions of politics and decreases job satisfaction. The study aims to examine the mediating role of politics on the relationships between leadership styles and job satisfaction among employees in Pakistan. Understanding these links can help manage changing organizations and reduce the negative effects of politics.
Volume 13, issue 3, july 2012 review of i
This document summarizes a study on executive coaching as a tool for implementing organizational change. It discusses how coaching can help executives inspire change in employee behavior to initiate and sustain organizational changes. It outlines two levels of analysis for implementing coaching during change processes - analyzing individual perceptions and their effects, and the institutional approach to change management. It then describes theories of organizational change, such as the four frameworks model and intentional change theory, and how coaching can facilitate change using these frameworks. Coaching aims to help individuals and organizations approach change in a mindful, sustainable way through various stages of discovery and development.
Ud44132 bhu52973 173174_essay on motivation and employee performance - aiu(fi...
The majority of organizations are competing to survive in this volatile and fierce market environment. Motivation and performance of the employees are essential tools for the success of any organization in the long run. On the one hand, measuring performance is critical to organization’s management, as it highlights the evolution and achievement of the organization. On the other hand, there is a positive relationship between employee motivation and organizational effectiveness, reflected in numerous studies (Dobre, 2013).
All organizations want to be successful, even in current environment which is highly competitive. Therefore, companies irrespective of size and market strive to retain their best employees, acknowledging their important role and influence on organizational effectiveness. In order to overcome these challenges, companies should create a strong and positive relationship with its employees and direct them towards task fulfillment. Motivation is important in the organization to boost morale among employees in order to achieve their goals. Motivated employees help the organization to become more success because motivated employees are consistently looking forward to improve their work performance (Ali & Ahmed, 2009). The outcome from a motivated employee will produce high level of productivity since they are enjoying their work. Therefore, they feel satisfied in the workplace which resulted in lower absenteeism and reducing turnover rate. It is not an easy task especially for the managers to retain highly motivated employees within the organization as they are the valuable assets of the organization to achieve success in the future (Kreisman, 2002). Employees are the human capital to the organizations, and performance of them within an organization which can lead to organizational prosperity or failure (Salleh, 2011).Motivation is considered as a predictor of job performance. In other words, the determinants of employee job performance were motivation, aptitudes and skill. Thus, motivated employees with high levels of job involvement are considered as important elements to an organization. In this essay, it attempts to measure the effect of employee motivation towards job performance. Motivation is crucial for organizations to functions; without motivation employees will not put up their best and the company’s performance would be less efficient.
Chapter 5 PowerAfter studying this chapter, you will be able to.docx
Chapter 5 Power
After studying this chapter, you will be able to:
1. Define power, its consequences, and its cultural roots.
2. Apply the different sources of individual and team power to achieve goals.
3. Explain the sources and process of power abuse, corruption, and destructive leadership and how to prevent them.
4. Analyze the changes in use of power and the development of empowerment, and explain their consequences for leadership.
The Leadership Question
Power is essential to leadership; but it can also be abused. How can leaders use power to get things done without becoming autocratic or abusive?
Power and leadership are inseparable. An integral part of the study of leadership is understanding power, how leaders use it, and its impact on leaders, followers, and organizations. Power is necessary and essential to effective leadership. Leaders need power to get things done. Without it, they cannot guide their followers to achieve their goals. Without power, things do not get done. We expect great things from our leaders and provide them with wide latitude and power to accomplish goals. They make decisions that have considerable financial and social impact on a wide range of stakeholders inside and outside their organizations. Using their power, department heads, CEOs, and city mayors implement strategies to achieve organizational goals. They influence those around them to take needed action, and they promote, hire, and fire their employees. None of these actions would be possible without power. Along with the power granted to leaders comes great privilege. In addition to high salaries and other financial incentives (some of the highest in the world in the case of U.S. business executives), leaders receive many benefits, such as stock options, company cars and planes, luxurious offices, generous expense accounts, and access to subsidized or free housing, just to name a few. The power and privilege are expected to encourage the leaders’ sense of responsibility for the success of organizations and the well-being of followers.
We willingly grant our leaders power and privilege, even in a culture such as the United States, where power distance is relatively low. However, instances of power abuse and the development of new management philosophies such as teaming and empowerment are leading organizations to reexamine the need for centralized and concentrated power. As a result, we are changing the way we view power and how leaders use it. In addition, research concerning the potential of power to corrupt indicates the need to consider and use power with caution.
This chapter examines the various approaches to power and their implications for leadership. It presents the impact of power on leaders and followers, lists sources of power for individuals and groups, and discusses the potential detriments of excessive and concentrated power. As is the case throughout the book, we also consider the link of culture and power. Finally, the chapter analyzes ...
Midterm open systems-pj and jzc
The HR department at Texas A&M University follows an open systems model, where it considers inputs from external stakeholders. It is composed of five subunits that specialize in areas like employee development, policy review, and recruitment. As an open system, the department faces both strengths like responsiveness to the environment, and weaknesses such as limited career growth and low salaries. The document recommends improving communication, diversity, budget management, and training to strengthen the department's open systems approach.
Midterm paper p johnson and jzcrawford
The HR department at Texas A&M University follows an open systems model, with different subunits that specialize in areas like employee development, policy review, and recruitment. As an open system, it receives inputs from its environment and aims to improve services based on feedback. While it has strengths like efficient policy review and open managers, it also has weaknesses like low diversity, inadequate pay and training, and impersonal communication between levels. The department could improve by developing cross-training, examining pay scales, utilizing environmental resources, and improving communication between campuses.
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Running head WELL FARGO POWER, POLITICS, AND CULTURE .docx
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Below is 4 questions that I need answered. I usually just get other .docx
Below is 4 questions that I need answered. I usually just get other .docx
Running Head SOURCES OF POWER AND INFLUENCE1SOURCES O.docx
Running Head SOURCES OF POWER AND INFLUENCE1SOURCES O.docx
Leadership styles and its effectiveness on employees' job commitment
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Chapter 5 PowerAfter studying this chapter, you will be able to.docx
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HR mini case-study: Appropriate use of power in the workplace
- 1. HR Case Study: Power and Organization Organisational Behaviour (MNG82001) Is power created to form impression or it is designated to attain a result oriented approach? Published by: https://expertassignmenthelp.com/ Filename: 1SAMPLE16C35-HR-Case-Study-Power-and-Organization.PDF For more free samples visit: https://expertassignmenthelp.com/hr-assignment-help/ Uploaded: April 26, 2016 Enjoy Abstract The power is segregated in two forms i.e. Social Power and Personal Power exercised within the organization. These bases help in mobilizing employee as well as resources to achieve targets within the organization along with creating subordinate satisfaction and achieve commitment from their end. Starting from Legitimate Power uses at the manager’s end, it is the structure of the organization that brings in this power in the system as it defines the role and responsibility of each employee. It flows in hierarchy but its nature (Dunbar and Burgoon, 2005). Then reward power, it defines the manager’s ability to administer individuals through rewards and recognition among his subordinates. It may be formal, informal, verbal, etc., depending upon his decision as well as organisation’s policy. Followed by Expert power, this one is interesting as it is mainly based on the expertise, knowledge, ability to assess the job and skills set of the manager. This is mainly optioned through empowerment as well as the reasoning attitude of the manager. This kind of power is mainly known to be source of personal power. This reminded of him the title of employee of the month or star performer rated by his senior often at the end of every the month’s meetings. Moving further to the Referent Power, this power though exercised by manager but it gives authority to the employees to rate the manager. It makes manager admirable by his subordinates and makes him an ideal for others (Barksdale, 2008). It is this referent power that works on the basis of admiration and is independent to the hierarchical job title and position. The expert power is closely related to referent power as the manager using these powers is mainly unbiased and have lost concentration on the work ethics and performance irrespective of the job title. Lastly, it is the coercive power which is used by managers to administer and control the team members or subordinates when they make a mistake. It is mainly done in the form of punishment such as written letter, pay cuts, suspension in a severe matter, etc. These powers are exercised when the employee attitude as well as his action is intolerable as per the company’s rules and policies. It is mainly a way of showing an unacceptable attitude of people in the organization in an assertive manner (Katz, 1998).