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Management - Vikhanskiy OS

3.2. Sources of power in the organization

Experts have developed many different approaches to the classification of sources of power. First, five basic sources of power were singled out: coercion, expertise, law or decision-making power, example or charisma, reward. Later, the sixth source was added-information, and then the seventh source-communications. At the same time, all sources of power were divided into two large groups. The first group included those sources of power that have a personal basis, to the second - the organizational basis, which is also called structural-situational (Figure 9.9). The basis of power is called where it comes from, and the source of power is what the basis is used for.

Fig. 9.9. Sources of power in the organization

The following sources of power are included in the group that constitutes the personal basis of power: expert power, example power, the right to power, the power of information, the need for power.

Expert power is understood as the ability of a leader to influence the behavior of subordinates due to his training and level of education, experience and talent, skills, and the availability of specialized knowledge. Expert authority is not rigidly related to a particular position. The level of expert authority is determined by the level at which the leader demonstrates his competence in the analysis, evaluation and control of the work of subordinates. Specialization in knowledge limits the use of expert authority. The disadvantage of such power is the suffering of young leaders, and they need time to find and effectively use it.

The power of the example is related to the ability of the leader to influence the behavior of subordinates due to his attractiveness, his charisma. Charisma is a power based on the strength of the personal qualities and style of the leader. The power of the example is often formed as the subordinates identify themselves with their leader, even to imitate him in everything. This desire imperceptibly brings the imitator under the influence of the one to whom he imitates. The more the leader is for someone an ideal, the more he is respected, thereby supporting his personal power base.

Formally, managers holding the same positions have equal rights. However, each of them uses the right given to him within his abilities. This manifests itself in the fact that each leader, as it were, has a different right to power. In many cases, this source of power can be unique, especially when the organization is only being formed. Subordinates play an important role in shaping the practice of applying this type of authority. It is important to obtain from subordinates recognition of the right to power, which is connected with the use of other sources of power. In addition, the source of authority in question, in contrast to others, has more precise boundaries for the application of this authority within the limits of the rights and responsibilities granted to the manager.

The power of information is based on the ability to access necessary and important information and the ability to use it to influence subordinates. The information obtained allows its owner to make optimal decisions and thereby exercise power. Coordination of information flows and control over the communication network make a person powerful. Information plays an important role in shaping the power of the leader. This is especially important in the age of universal computerization. The power of information should be distinguished from expert authority, which is related to understanding or the ability to use data. So, for example, assistants and secretaries often have a considerable amount of information, but this does not mean that they have expert power, especially in special areas. They can help prepare information for the solution, but do not make a decision. Organizational basis of power is the following sources of power: decision-making, reward, coercion, power over resources, power of ties.

Motivational theory D. McClelland (Chapter 2) focuses attention to the need for power as a desire to have an impact on others. This source of power is manifested in the following: giving persistent advice and the desire to help; The challenge of emotion in others; Strengthening their reputation.

The group that constitutes the organizational basis of power is included as sources of power: decision-making, reward and coercion, power over resources and power of ties.

Decision-making as a source of power is manifested to the extent that the bearer of this power can influence a concrete decision throughout the process of its adoption. Therefore this source of power is not connected only with the one who makes the final decision. Modern management practices actually exclude one person from making a decision. Almost all decisions in one way or another are group decisions, as more than one person participates in their preparation, acceptance and implementation.

Rewarding a subordinate, the manager uses it as a source of power. Depending on the expected level of compensation received from the manager in the form of gratitude, promotion, bonus, additional leave, etc., the subordinate makes some efforts to fulfill the instruction or order. The power of remuneration is one of the oldest and most widely used sources of power in the organization. It is noted that this type of power is a fairly effective way of influencing people. The power of remuneration is often used to reinforce the right to power. To a large extent, the power of the power of remuneration is determined by the level of the formal right to power. Leaders can weaken the strength of this source, giving promises to encourage for the work and not fulfilling these promises. To the same leads the encouragement of subordinates who have not fulfilled the assigned tasks.

Coercion as a source of power is built on the realization by the leader of his ability to influence the behavior of a subordinate through punishment, reprimands, fines, demotion, dismissal, etc. The subordinates follow the instructions, because they are afraid of being punished. Therefore, the perception of this source of power is based on fear. It should be remembered that in general power is more often used where behavior deviates from established patterns. However, as shown by modern management practices, "you will not go far away on fear". Fear restricts initiative, creativity and can even lead to the curtailment of work. Especially this remark applies to business organizations. Leaders, like in the case of remuneration, can themselves weaken the power of coercion by their wrong actions, unfairly punishing subordinates.

The organization needs various resources , such as raw materials and materials, labor, financial means, equipment and tools, for its functioning. The importance of obtaining the required quantity of a resource is obvious. Regulation of the availability of resources forms the source of power. In an organization, the resource allocation flow usually has a downward direction. This achieves a correspondence between the tasks assigned and the resources required for their implementation. Usually the tension in the organizations with resources is related to their objective limitations. The division of the organization into hierarchy levels enables the highest echelons of power to control limited resources and thereby further strengthen their right to power. A number of leaders, mostly unable to effectively use other sources of power to influence people, deliberately create a so-called shortage of resources.

The power of ties is built on the ability of the individual to influence other people through the association of that individual perceived by them with influential people both in the organization and outside it. This is not about the existence of real connections with the individual, but about the perception of the reality of this existence by those who are affected. Therefore, only being perceived, this connection adds to the person of influence in relations with other people. Often, those who wish to acquire this power resort to creating myths or rumors about themselves.