Page 136 - DMGT402_MANAGEMENT_PRACTICES_AND_ORGANIZATIONAL_BEHAVIOUR

Unit 6: Delegation, Authority and Power

6.3.1 Meaning of Power Notes

Power is the potential ability to influence the behaviour of others. It is, in other words, "the
capacity that A has, to influence the behaviour of B, so B does something he would not otherwise
do" (Robbins). It is the ability to make things happen or get things done the way you want.
Power may involve use of one's potential that need not be actualised to be effective.

Example: A football coach has the power to bench a player who is not performing up to
par. The coach seldom has to use this power because players recognise that the power exists and
work hard to keep their starting positions.
Power also represents one's dependency. The greater B's dependence on A, the greater is A's
power in the relationship. A person can have power over you only if he controls something you
desire. Where an employee is not dependent on the supervisor for receiving rewards then, truly
speaking, the supervisor has no power over such employee.
Another feature of power is that it is specific in the sense that it can be exercised by some people,
that too, in some circumstances. Power can not be exercised by all people all times.

6.3.2 Types of Power

In conjunction with the authority, a manager uses power to influence others towards the
accomplishment of goals. He can use power for personal gains or for the good of the organisation.
However, if his subordinates believe that he uses power for personal gain, he will soon suffer an
erosion of that power. On the other hand, if subordinates believe he uses power to accomplish
the organisational goals, his power to influence them will become stronger. His power will also
become stronger when you share it through delegation of authority. Of the six types of power—
reward, coercive, legitimate, informational, referent, and expert—he may use one or more in
various combinations. Each situation will determine the one or ones he uses.

1. Reward Power: Reward power stems from a manager's use of positive and negative
rewards to influence subordinates. Positive rewards range from a smile or kind word to
recommendations for awards. Negative rewards range from corrective-type counseling
to placing a person on report. A manager will find one of the best ways to influence his
subordinates through the use of reward power.
As a chief, a manager is responsible for starting the positive reward process. Frequent use
of positive rewards will amplify the effect of a negative reward. One must give positive
rewards freely, but should use restraint in giving negative rewards.
If a manager uses negative rewards frequently, subordinates begin to expect a negative
reward. Their expectation of a negative reward will lessen your power.

2. Coercive Power: Coercive power results from the expectation of a negative reward if a
manager's wishes are not obeyed. Coercive power works, but is not the preferred method
of leading subordinates. It works best if used when all else fails and you feel sure you can
carry through with a threat.

3. Legitimate Power: Legitimate power comes from the authority of a manager's rate and
position in the chain of command. Although legitimate power increases with added
responsibilities, one can decrease that power if one fails to meet all of your responsibilities.
Also, when a subordinate wishes to assume some of your responsibilities, formally delegate
those responsibilities to the subordinate. That makes the subordinate accountable to you.
You then increase the subordinate's power while retaining your power.

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