POWER IN ORGANISATION

POLITICAL MODEL

Several actors

Individuals/ subunits

Actors pursue their respective interests rather than one organisational goal Relative power of the actors determines the outcomes

POWER

INTERESTS OF THE POWERFUL

INTERACTIVE ASPECT OF POWER

Those who have the power try to further their interests

Use to affect the behaviour of those who are not powerful Behaviour of the others can be affected by the power because of threat/ actual application of sanctions, others depend on the powerful for their desired positive outcome

OVERCOME RESISTANCE OF OTHERS

POLITICS

POWER IN USE

SOURCES OF POWER 1

FORMAL AUTHORITY

Organisational positions are usually defined in terms of rights and obligations, which create a field of influence within which one can legitimately operate with the formal support of those with whom one works

SOURCES OF POWER 2

RULES AND REGULATIONS

Define a contested terrain that is forever being negotiated, preserved and changed

SOURCES OF POWER 3

ABILITY TO COPE WITH UNCERTAINTY

An ability to deal with unpredictable situations gives an individual group or subunit considerable power in the organisation

SOURCES OF POWER 4

CONTROL OF SCARCE RESOURCES

If a resource (money, material, technology, personnel, etc.) is in scarce supply and someone is dependent on its availability, then it can be translated into power

SOURCES OF POWER 5

KNOWLEDGE AND INFORMATION

Can help a person systematically influence the definition of organisational situations and create patterns of dependency

SOURCES OF POWER 6

COUNTER ORGANISATIONS

Countervailing power of union, regulatory agencies, etc.

SOURCES OF POWER 7

INFORMAL ORGANISATION

Friends in high places, sponsors, mentors, coalitions, informal networks, etc.

LEVELS OF POWER (Lukes, 1979)

ONE DIMENSIONAL VIEW

Focus on behaviour Observable conflict of interests

LEVELS OF POWER 2

TWO DIMENSIONAL VIEW

Decisions are prevented from being taken on potential issues Conflict of interests reflected in grievances, etc. Focus on non-decision-making as well

LEVELS OF POWER 3

THREE DIMENSIONAL VIEW

Control over political agenda Absence of actual observable conflict Subjective vs. real interests Cultural manifestations

Power as ideology

Foucault's Disciplinary Power

Routine practices of surveillance

Power is part of everyday life Two sides of the same coin Self surveillance Gaze/ interiorisation

Power/ resistance

Benthams panoptican

Power is made to seem normal and acceptable