Relevance (pages 297-298)

This leads us to the fourth critical characteristic of powerful positions, relevance, which means
being associated with activities that are directly related to the central objectives and issues in an
organization. As one manager put it, “My peers are responsive to me because the functions that I
manage are the lifeblood of the organization. I manage the people who provide readings on their
vital signs; consequently, my presence in their office implies that there’s a vital concern of one sort
or another that needs to be dealt with” (Kaplan & Mazique, 1983, p. 10).

A noted organizational sociologist, Charles Perrow (1970), argues in an advanced consumer

products oriented economy, sales and marketing represent the central concerns of most
businesses. Because other activities in the organization are dependent on revenues from sales, the
work performed by sales personnel is most relevant to the central concern of organizational
survival.

Refining this general proposition, Paul Lawrence and Jay Lorsch (1986) identified the “dominant
competitive issue” for companies using different types of technology. The dominant competitive
issue is the organizational activity that most accounts for the firm’s ability to compete effectively
with other members of its industry. Companies using a flow-process form of technology, such as
oil refineries and chemical plants, were found to be most dependent on effective marketing
because of their sizable capital investment and small range of product alternatives. In contrast,
companies using a standard mass-production (assembly line) form of technology, with a stable line
of products and established customers, were most dependent on the efficiency of their production
processes. Finally, high-tech firms, or companies producing custom designed products, were most
successful when they had strong research and development departments.

This general principle accounts for a significant recent shift in the power of the human resources
department in large corporations. In the past, human resource executives occupied the outer
circle in the corporate power structure. They ran a staff of personnel specialists, occupying the
lower floors of the headquarters building. Today, a great many report directly to the CEO and play
a key role in strategic decisions. The reason for this dramatic change is that with the increase in
acquisitions, mergers, and divestments, corporations must base strategic decisions on human
resource considerations. These include matching high-priced skills with critical jobs, keeping key
personnel after a merger, solving human resource problems that arise from introducing new
technology or closing a plant, and formulating agreements with the unions of an acquired firm
(Conner & Ulrich, 1996).

According to business authorities, “The rise of the human resources function is the most dramatic
change in managerial function since financial executives rose to power in the 1960s during the
‘conglomerate era,’ when asset management was the pressing problem in corporations” (Hoerr,
1985).

These results have significant implications for task relevance. An individual who seeks influential
positions must be sensitive to the relevance of his or her department’s activities for the company.
For example, a design engineer who works for an oil company is less likely to become influential
than one who works for an electronics firm, and operations researchers will have more influence
in companies with established product lines and an assembly-line production process. Computer
scientists are more likely to feel empowered in a software development firm than if they are
working for an insurance company or a public utility. In the latter organization, computer
programming is viewed as a support function, with only an indirect effect on profitability.

There are other indications of the relevance of assigned activities besides their relationship to the
firm’s dominant competitive issue. For example, the role of representative or advocate is powerful
because it enables a person to become identified with important causes. Another key role is that
of evaluator. Positions designated by the organization as checkpoints become powerful by virtue
of the fact that they create dependence. The approval controlled by people in these positions is
highly relevant to those individuals who must receive it to obtain organizational rewards.

The role of trainer or mentor to new members of a work unit is another powerful position. It
places you in a critical position to reduce uncertainty for newcomers and substantially enhance
their performance. Newcomers are generally apprehensive, and they will appreciate your showing
them the ropes. Also, successful performance in this developmental role earns you the respect and
admiration of those colleagues who stand to benefit from your effective training.

A highly visible position has close ties with higher levels of authority, so a noteworthy performance
in a visible position receives more recognition, which is an important prerequisite for an
individual’s upward mobility in an organization.

Increase the visibility of your job performance by: ​❏ Expanding the number of contacts you have
with senior people. ​❏ Making oral presentations of written work. ​❏ Participating in
problem-solving task forces. ​❏ Inviting senior managers to help you recognize important
accomplishments within your work group. ​❏ Sending personal notes of congratulations or cover
notes accompanying reports or useful information.