The paper "Power as a Necessary Facet for Organization" is a good example of management coursework. Power can be described as the ability that an individual employs to make other people do what he or she needs to be done. In the context of an organization, a person’ s power can be obtained from structural, interpersonal and situational bases. When talking about power in an organization, it is important to consider both positive and negative effects that it introduces within the organization. Power can only be taken to be important if individuals establishing particular actions are not taking into consideration the negative and positive side of applying it.
People have always been fascinated by the power and admired to apply it thus using it blindly. Depending on how power is applied, it can be both necessary and dangerous facet of the organization (Hesselbein and Goldsmith 241). Power a necessary facet for organization Power is normally received from people’ s position in the official hierarchy of organizations. This type of legitimate power is used to manage and rightly apply the resources of organizations. Referral power can also be achieved by people on the basis of wanted resources or individual traits.
Interpersonal style and his or her personality normally execute charismatic power. According to Morgan Managers can utilize power strategies as a response to actions and a way of influencing subordinates and supervisors positively (79). Managers’ strategies that are normally used to influence supervisors to consist of the coalition, reasoning, bargaining, friendliness, assertiveness and high authority strategies. Power in a group of professionals can be officially linked together and actively participate in obtaining a common goal (Murphy 87). Morgan Power is necessary for an organization since it enables leaders to adjust their leadership styles to suit particular tasks, groups or settings thus improving the performance of an organization.
The application of appropriate leadership style depends on the environment within which the style need to be implemented, the employees and the tasks or goals that are being carried out by employees. Power enables leaders to exercise different types of leaderships such as authoritarian, democratic and laissez-faire leadership styles. Stiffler notes that an authoritarian leadership style, for instance, can be efficient when a condition calls for advanced action or decision-making (47). Employees who lack self-motivation, who prefer structure and those who significantly appreciate direction and monitoring can do well under this type of leadership.
Democratic leadership style permits for many viewpoints, involvement and inputs, while still sustaining control and the role of leadership. A good democratic leader needs to recognize the strengths of every member and efficiently obtains the best performance from every member. A challenge for the democratic leader is to acknowledge that not every task needs to be undertaken by employees.
Leaders need to appropriately address a number of issues alone. A laissez-faire style of leadership works well when employees are highly experienced and motivated, with a verified track record of merit. The hands-off approach normally enables capable employees to be efficient and productive. This type of leadership is interpreted by employees as a sign of confidence and trust in their capabilities and empowers them further to be motivated and successful (Alanazi and Arnoldo 45-7).
Hesselbein Frances and Goldsmith Marshall. The organization of the future 2: visions, strategies, and insights on managing in a new era. John Wiley and Sons: New York, 2009.
Martin John and Fellenz Martin. Organizational Behaviour & Management. Cengage Learning EMEA: New York, 2010.
Murphy, Daft. Organization theory and design. Cengage Learning EMEA: New York, 2010.
Johns, David. A new conservation politics: power, organization building, and effectiveness. John Wiley and Sons: New York, 2009.
Morgan, Gareth. Images of organization. SAGE: New York, 2006.
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O'Regan, N., and A. Ghobadian. "Leadership and Strategy: Making it Happen." Journal of General Management 29, no. 3 (Spring 2004): 76–92.
Clegg Stewart and Courpasson David. Power and organizations. SAGE: New York, 2006.
Rosenbloom H.David and Kravchuk S. Robert. Public administration: understanding management, politics, and law in the public sector. McGraw-Hill: New York, 2004.
Stiffler, A. Mark. Performance: creating the performance-driven organization. John Wiley and Sons: New York, 2006.
Alanazi, F.M. and Arnoldo Rodrigues. "Power Bases and Attribution in Three Cultures." The Journal of Social Psychology 143, no. 3, 2003, 375–395.
Carson, Paula Phillips, et al. "Power in Organizations: A Look through the TQM Lens." Quality Progress 28, no. 11 (November 1995): 73–78.