This is a dissertation chapter on Organizational Behavior:
The key issues associated with organizational behavior include power, empowerment, organizational politics, and communication. Each of these things has a great impact on organizational behavior and the general way businesses operate today. Specific observations and experiences within my organization, have given me perspectives and ideas relating to these areas.
First, power is divided and split into organizational and personal types of power. Within organizational power is reward, coercive, and legitimate power. Managers often use rewards to demonstrate power. If the reward is deserved and sincere, this can be effective; however, if the rewards are being falsely given, this may be detrimental to the relationship. Coercive power, used to deny or threaten something of worth, does not earn respect. While having something to work for is an effective and motivating tool, an employee who is threatened to lose something or not receive something, will only have feelings of resentment and distrust toward a manager. Legitimate power, similar to coercive, involves the manager using his or her position to influence and control situations. I have recently been in a situation where my manager reminded me repeatedly that she could refuse my request to post for job transfer. Using this as a threat, she clung to this power in her position.
Second, personal power involves three further bases: expert, rational, and referent. As they say, knowledge is power; what a true statement. Having worked in a training position, I had to be an ‘expert’ on all policies and procedures. Some managers were threatened by this knowledge because they did not have the same level of understanding and expertise. Eventually a pattern developed of subordinates preferring to ask trainers questions instead of managers. This situation caused severe tensions between management and the training department. Rational power is what I feel to be the most effective form of power. Continue reading