Foundations of Organizational Power, Assessment Example

Introduction

Power offers a unique level of strength for a manager who is given the authority to make decisions and exercise specific rights in different ways. Power supports the demands of an organization and its people, using different tactics and strategies in order to accomplish a specific set of objectives. Individuals use power to their advantage in a variety of ways, some of which demonstrate positive results and others which contribute to negative outcomes; therefore, these differences must be considered in an evaluation of different bases of power that impact employees, customers, and other key stakeholders. Power infiltrates an organization and the different relationships that ensue; therefore, it impacts interpersonal skills and characteristics as individuals interact with each other in the organizational setting (Turner & Schabram 9). In this context, power demonstrates a high degree of social influence within the workplace environment, yet it is largely misunderstood in many circles, and as a result, must be examined more closely in order to expand its significance within the organizational setting (Turner & Schabram 9).The following discussion will address the role of power and its impact on an organization and its people in greater detail and will examine the different elements of power that contribute to the social, environmental, and interpersonal criteria that govern organizations and their stakeholders in unique and meaningful ways. The discussion will demonstrate that power is far-reaching and promotes authoritative actions, as well as the development of some relationships in which there is a clear line of authority, in spite of a potential need to promote equality within a given relationship or group.

Analysis

According to Turner & Schabram, “Interpersonal perceptions and the accuracy of those perceptions should be considered within interpersonal power dynamics because until, or unless, someone attempts to exercise power, power (or lack thereof) resides only in people’s minds” (9). This perspective demonstrates that there is a strong need to evaluate the conditions under which power is achieved through interpersonal relations, as this reflects an extension of power that goes beyond mere perception of these acts (Turner & Schabram 9). This is a critical factor in how others perceive individuals who are powerful and what steps are required to facilitate a powerful stance regarding issues and challenges that impact an organization, while also enabling managers to experience situations where they are able to exercise power and influence over different decisions and even over other people (Turner & Schabram 9).

From some perspectives, power is rooted in human variation, whereby “The potential, or conceivable range of variation of exhibited human behavior, is promoted or constrained by both physical and social forces. Thus modern social conditions become a primary actor in guiding human behavior, and what we often think of as human nature” (Longo & Malone 53). These factors contribute to how human beings exhibit confidence and whether or not they are able to exercise power and authority in a manner that is consistent with the realities of an organization and the people who are served (Longo & Malone 53). It is believed that there are significant factors related to the differences in human being that drive their ability to accept the challenge of power and how to use this power to improve environmental conditions in the workplace or in other areas (Longo & Malone 53). Therefore, human variation may also support a greater balance of power and an ability to be proactive in accepting power and in using it for the best possible advantage (Longo & Malone 53). This is a critical component of power in that human individuality and specificity may ultimately govern how individuals may respond to power as it is given to them and what they are able to do with that power in a given environment and set of conditions (Longo & Malone 53).

Specific personality traits also play a role in determining how power is acquired and managed in a variety of contexts (Karkoulian et.al 71). Specific characteristics such as neuroticism and agreeableness represent a means of framing power in different ways, such as the legitimacy of power as related to agreeableness, and coercion as related to neuroticism (Karkoulian et.al 71). This is a difficult set of circumstances because it represents a means of evaluating specific conditions under which individuals are likely to respond to the presence of power as governed by their roles within an organization (Karkoulian et.al 71). In this context, it is important to identify the specific resources that are required to accomplish a desirable state of power, such as that which is acquired when an individual is amenable to the circumstances surrounding his or her situation in the workplace (Karkoulian et.al 71). In essence, power is only as favorable as what human beings make of it, including how it is observed with respect to individual characteristics and behaviors that govern its presence (Karkoulian et.al 71). This process requires individuals to be respectful of power and to not take advantage of others when power is available and is authorized for use (Karkoulian et.al 71).

The utilization of power within an organization requires a framework that supports the creation of new ideas and opportunities that will positively impact an organization, while also demonstrating a strong commitment to excellence and a less authoritative use of power (Flanagan). Most importantly, individuals with power must be able to recognize the value of creating an environment in which power is used as an advantage for all parties rather than a deterrent (Flanagan). Power is a challenging phenomenon in many ways because it requires a level of understanding and acceptance by others that may or may not be supportive of a manager’s power and influence within an organization (Flanagan). Therefore, this practice must be supported by a framework that will have a lasting impact on employees without creating unnecessary conflicts (Flanagan).

Power plays a significant role in the workplace environment and requires a level of support and commitment that is unwavering in order to accomplish the desired objectives (Higgins et.al 470). In some organizations, the dynamic is unique in that the following is evident: “In terms of the relationships between the owner/manager and employees, not only have the ability to control each other’s actions but also notably their intentions and choices, thus keeping the social relation in continuous tension. These tensions illustrate the political aspect of learning, which provides the flexibility of an employee to change and expand their modes of action and responses by embracing new ways of completing their daily activities” (Higgins et.al 470). In this context, managers must assume the role of teacher in some ways and also lead by example in order to provide a framework for others to follow (Higgins et.al 470). This is an important reminder of how power and influence are integral to an organization, yet it must be balanced with other needs that will have a greater impact on employees and key stakeholders over time (Higgins et.al 470). There are critical areas to consider with respect to organizational needs and in supporting the framework without disrupting the flow of information that is generated at all times (Higgins et.al 470).

Within an organization, it is necessary to determine how managers are able to actively contribute to its success, using power and influence in ways that are instrumental to advancing objectives in the right direction. Power must be used carefully and must provide a basis for examining the different ideas and opportunities that are available to managers and others who possess a means of power to make decisions that will have a lasting and meaningful impact (Clegg 35). Power is theoretical in many respects; however, it is also highly individualistic because it embodies the perspective of the manager who is making decisions on behalf of the organization (Clegg 35). In this context, it is believed that there are significant factors to consider that have an impact on power and its connection to the overall tone and direction of the organization, given the tools and resources that are required to support key stakeholders and their needs (Clegg 35).

Power for some individuals represents a level of dominance that may be challenging for others to follow; therefore, these aspects must be effectively balanced with the need of individuals who represent an organization and its people in a professional manner to achieve objectives (Clegg 35). Managers who possess some degree of power often promote a unique organizational direction; therefore, these aspects must be considered as part of a larger framework that must be used efficiently to ensure that the direction of power is also controlled (Clegg 35). In many ways, the social aspects of power and authority must be considered because they will have a unique influence on decision-making and other factors that ultimately impact the organization and its people over time (Clegg 35). Therefore, a balanced approach must be established that also encourages managers to take risks but to also recognize that they must seek active and meaningful contributions from other employees in order to effectively impact the organization and its mission (Clegg 35). Nonetheless, managers must also use their power and influence carefully so as not to alienate employees and key stakeholders, thereby creating a level of conflict or discord that could impact operations over the short and long term, as this is an unfavorable use of power, perhaps even a level of abuse in some cases (Clegg 35).

Conclusion

Organizations must employ strong, dedicated, experienced, and knowledgeable managers to fill important positions throughout the firm. With this position, a level of power and authority is also imparted to managers that should not be taken advantage of or for granted when exercising managerial knowledge and expertise in the organizational setting. By no means should power and influence override other areas and objectives, as this may create unnecessary tension and conflict that will contribute to poor performance, low morale, and limited opportunities for growth. Therefore, managers must be cognizant of their own level of power and influence and aim to be respectful of others in the firm without creating a tense and unproductive work environment.

It is important for managers to balance their own level of power with that of other managers in order to determine how these roles align with organizational objectives and other considerations that influence outcomes. Most importantly, organizations must be fully prepared to manage the tasks associated with power and influence in a controlled manner, while also gaining respect and support in the process. This may require a level of compromise and encouragement from within the management team so that the desired level of balance is achieved, while also considering how to best influence the long-term objectives of the organization and its key stakeholders. These factors contribute to the overall direction of the organization and its impact on achieving effective outcomes and relationships on an internal and external basis.

Works Cited

Clegg, Stewart. “Foundations of organizational power.” Journal of Power 2.1(2009): 35-64.

Flanagan, Thomas. “Building your power base: establish credibility and create strong relationships early while working with stakeholders.” CIO 23.9 (2010): http://search.proquest.com.ezproxy.library.uq.edu.au/docview/205956287?accountid=14723

Higgins, David, Mohammed Mirza, & Anna Drozynska. “Power, politics & learning: a social enactment of the SME owner/manager.” Journal of Small Business and Enterprise Development 20.3(2013): 470-483.

Karkoulian, Silva, Leila Messarra, & Mohamad Sidani. “Correlates of the bases of power and the big five personality traits: an empirical investigation.” Journal of Organizational Culture, Communication and Conflict, 13.2(2009): 71-82.

Longo, Stefano B., & Nicholas Malone. “Examining the bases of power, inequality, and human variation.” Monthly Review 64.10(2013): 53-56.

Turner, R. Anthony, & Kira F. Schabram. “The bases of power revisited: an interpersonal perceptions perspective.” Journal of Organizational Psychology 12.1(2012): 9-18.