Beruflich Dokumente
Kultur Dokumente
10
Chapter
McGraw-Hill/Irwin
12-2
Legitimate Power
Reward Power
Coercive Power
12-3
Structural Power
Resources
Decision-Making Power
Information Power
Personal Power
Expert Power
Referent Power
McGraw-Hill/Irwin
Characteristics of Organizational
Authority:
12-4
1.
1. ItIt is
is invested
invested in
in aa persons
persons position
position
2.
2. ItIt is
is accepted
accepted by
by subordinates
subordinates
3.
3. Authority
Authority is
is used
used vertically
vertically
McGraw-Hill/Irwin
12-5
2)
12-6
2)
McGraw-Hill/Irwin
Structural Power
12-7
(1 of 2)
Structural Power
Formal Power
Organizational structure
creates formal power and
authority
i.e., by specifying certain
individuals to perform
specific tasks and make
certain decisions
McGraw-Hill/Irwin
12-8
(2 of 2)
Informal Power
Structure significantly
impacts informal power
i.e., through its effect on
information and
communication flows within
the system
12-9
Position
Symptoms(1 of 2)
Sources
First-line supervisors
(e.g., manager)
Staff professionals
(e.g., corporate lawyer,
human resources
specialist)
McGraw-Hill/Irwin
12-10
(2 of 2)
Position
Symptoms
Sources
Top-level managers
(e.g., chief executive
officer, vice president)
McGraw-Hill/Irwin
Empowerment
12-11
McGraw-Hill/Irwin
12-12
12-13
McGraw-Hill/Irwin
12-14
McGraw-Hill/Irwin
12-15
Interdepartmental Power
12-16
(1 of 2)
McGraw-Hill/Irwin
Interdepartmental Power
12-17
(2 of 2)
McGraw-Hill/Irwin
12-18
EXAMPLES
Preventing market share decline by product
development
Providing accurate future-based predictions
Absorbing problems from other units
Power
Power
acquired
acquired
by
bysubunit
subunit
and
andpower
power
differentials
differentials
McGraw-Hill/Irwin
12-19
(1 of 2)
12-20
(2 of 2)
McGraw-Hill/Irwin
12-21
(1 of 2)
McGraw-Hill/Irwin
12-22
(2 of 2)
Impression Management
12-23
12-24
McGraw-Hill/Irwin
12-25