权力与冲突管理.ppt

Power The ability or potential to influence others in a desired direction Power is not inherently bad - The need to influence and direct others is an integral part of management Power: Dependency Model Reciprocal dimensions Individuals cede power to the extent that they must (or perceive they must) rely on others to accomplish tasks. Individuals who are relied upon accrue power. Power and Dependency Dependency increases when: Jobs become more specialized Tasks become more interdependent Authority is diffused Environment becomes more uncertain Technology increases Power: Exchange Model Not merely a counteraction to dependency Power is an exchange process. Part of social interaction Organization is run through a series of individual negotiations Power: Exchange Model Person 1 commands resources needed by Person 2 Person 1 exchanges resources, in return Person 2 complies with Person 1’s requests Power: Empowerment Model Power is not a finite resource Organizational power grows through sharing it Power: Empowerment Model Effective use of power requires training and experience Power carries the concomitant need to act responsibly. Empowerment usually fails in cases where users have no pervious experience in its use. Power: Empowerment Model Model has grown in popularity from recognition that powerlessness has adverse effects on orgs. e.g., lowered motivation and commitment Power: Empowerment Model Sources of Powerlessness 1. Organizational Culture 2. Management Style 3. Job Design 4. Reward Systems Legitimacy of power People will follow direction or be persuaded through a number of causes such as… Fear of consequences of not obeying Desire for rewards Need for resources controlled by an individual Belief in the legitimacy of a person’s power I.e., they wield moral authority or You believe that their direction will result in the greater good for an organization Legitimacy is the most difficult way to achieve power Hardest to unseat once it