Power and authority
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Power is the ability to influence others, which can arise from different bases including legitimate authority, expertise, rewards, or coercion. Authority derives from one's position or role and provides the right to make decisions. While authority is well-defined and based on legitimate power, power has less clear definition and can be used for productive or destructive purposes. The line and staff concept designates line functions that directly impact objectives and staff functions that support line workers through expertise, research, and advice, providing benefits like relief and specialization but also potential conflicts if staff oversteps bounds.
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Authority and power
Authority refers to the formal right given to managers to make decisions and direct subordinates. It flows downward through the organizational hierarchy. Power, on the other hand, is the ability to influence others and events, which can flow in any direction. While authority depends on a manager's position, power resides in the person and does not necessarily correspond to levels of authority. The key difference is that authority is a formal and legitimate right, whereas power is not always official or legitimate.
Power and authority
This document outlines concepts of power and authority. It defines power as the ability to control or influence people and resources through various sources including social, cultural, economic, political and legal means. Authority is described as the legitimate or acceptable use of power to make decisions and enforce obedience. The document discusses Weber's three types of legitimacy - traditional, charismatic, and rational-legal. It concludes by advising administrators to use legitimate authority and treat staff politely when exercising power.
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The document discusses the concepts of authority, responsibility, accountability, and organizing as they relate to delegation of authority within an organization. It defines authority as the power to make decisions, responsibility as the obligation to perform assigned duties, and accountability as being answerable to superiors for work performed. It notes that authority can be delegated to subordinates, but accountability remains with the delegator. The document also outlines factors important for effective delegation of authority and potential obstacles.
Power and-authority
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It aims at personal benefit arising out of use of power and not organisational benefit.
It is a deliberate effort on the part of people to use politics as a source of widening their power base.
It is not part of a person’s job requirement. It is used to benefit a person.
It can be legitimate or illegitimate political behaviour.
It moves against rationality. Decisions are based on compromises and bargain and not rational acts.
Politics takes place when an individual recognizes that achievement of his goals is influenced by behaviour of others.
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This document discusses power and politics in organizations. It defines power as the ability to influence others' behavior to act according to one's wishes. There are five bases of power: coercive, reward, legitimate, expert, and referent. It also distinguishes between "power to" which is empowerment, versus "power over" others. Politics in organizations involves activities to influence the distribution of advantages that are not formally required, and three questions can help determine the ethics of political actions: if they serve self-interest over organizational goals, respect individuals' rights, and are fair.
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The document discusses span of management, which refers to the number of subordinates a manager can effectively oversee. An appropriate span allows for better supervision, increased efficiency, good relations, and strong communication. It is influenced by factors like the nature of work, communication techniques, trust in subordinates, and subordinates' capacity. Span can be wide, with managers overseeing many subordinates in a flat structure, or narrow with fewer subordinates in a tall structure. Wider spans have economic benefits but can reduce performance quality, while narrow spans allow closer control but increase costs.
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1) Power is the ability to influence others and events, and comes from both formal positions and personal qualities. There are six main types of power: legitimate, reward, coercive, expert, information, and personal power.
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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.
TYPES OF POWER.pptx
Power can be exercised through coercion using threats of punishment or prevention of rewards and promotions. However, power also allows coordination and goal achievement when used positively to develop trust and cooperation between parties. Negative consequences are that imbalanced power can enable exploitation and harm relationships.
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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.
5 Power, Politics, And Leadership
Power refers to one's ability to control their environment and influence others. Leaders gain power through their position within an organization as well as personal characteristics like expertise. There are various sources and types of power, including position power from one's formal role, as well as personal power stemming from expertise, charisma, and reputation. Political tactics aimed at gaining and maintaining power include developing connections, controlling information, and gaining outside validation. Building relationships and avoiding missteps are also important for navigating organizational politics. Leaders must balance using power appropriately while also curbing excessive political behavior that could hurt productivity or morale.
Various Leader´s Power
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Power and Politics
Power and Politics Presentation
1 - Organizational Behavior Michael Hitt
https://www.amazon.com/Organizational-Behavior-Michael-Hitt/dp/1118809068
2 - Organizational Behavior Mary Von Glinow
https://www.amazon.co.uk/Organizational-Behavior-Mary-Von-Glinow/dp/0077862589
REPORT-IN-ADS-505 powerponit presentation
The document summarizes sections 7.4-7.7 from a graduate school course on sources of power and influence. It discusses how power is the ability to influence others and get things done, and influence is the capacity to affect others. It then examines the sources of power like position, charisma, relationships, information, expertise, punishment, and rewards. The document also explores how power is acquired and lost over time through social exchanges. Finally, it considers the appropriate amount of power a leader should have and the need to balance power with listening to others and gaining team contributions.
Organizational Behavior
5 Bases of Power. What is power? Why power is important in Organizational Behavior? Researches on Bases of power.
power presentation.pptx
This document discusses types, dimensions, and consequences of power. It identifies five types of power: coercive, legitimate, referent, expert, and power of reward. It also describes three dimensions of power: power as decision making, agenda setting, and preference shaping. Finally, it outlines three consequences of power: resistance, compliance, and commitment. Different types of power tend to result in different consequences, such as coercive power usually leading to resistance while legitimate and reward power typically producing compliance.
theconceptofpower-191022155908.pdf
Power plays a huge role in politics, from decision making to interactions between political actors. Power can be defined as the ability to get someone to do something and make things happen as one wants. There are different types of power including organizational power derived from one's position, and personal power from one's characteristics. Power must be exercised carefully to avoid corruption and instead motivate followers toward group goals.
The concept of power
Power plays a huge role in politics, from decision making to interactions between political actors. Power can be defined as the ability to get someone to do something and make things happen as one wants. There are different types of power including organizational power which comes from one's position, and personal power which comes from one's characteristics. Power must be exercised carefully to avoid corruption and instead motivate followers to accomplish group goals.
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.
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一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
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◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
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3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
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resource mobilization guidebook for comminute based organizations
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
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Power and authority
- 2. POWER It’s the ability of individual or groups to induce or influence the beliefs or actions of other persons or groups Although there are many different BASES OF POWER: 1.Legitimate power 2.Expertness 3.Reward power 4. Coercive power
- 3. AUTHORITY It is the power to exercise discretion in decision making, it almost arises from the power of position or legitimate power. Whenever people speak about “authority” in managerial settings ,they are usually referring to power of the position.
- 4. DIFFERENCE Basis of distinction Authority Power 1.Source Position Depends upon situation 2.Defination Well defined Not well defined 3.Connection Legitimate power and authority are same Other forms of power not arise from authority all 4.Purpose For productive purpose May be used for destructive purpose 5.Nature Right to command Capacity to command 6.Management Formal Informal 7.Relationship Mainly between superior and sub-ordinate Connection between any two people
- 5. LINE AND STAFF CONCEPTS Line functions line functions are those that have direct impact n the accomplishment of the objectives of the organization. Staff functions staff functions are those that helps the line persons work most effectively in accomplishing the objectives.
- 6. RELATIONSHIP ENGINEER DRAUGHTSMAN 1 (Design & drawings) DRAUGHTSMAN 2 (Plans) DRAUGHTSMAN 3 (Specification) Administrative office Accountant
- 7. MERITS Relief to line of executives Expert advice Benefit of specialization Benefits of research and development Training Balanced decision Unity of action
- 8. DEMERITS Lack of understanding Lack of sound advice Line and staff conflicts Costly Assumption of authority Staff steals the show