Power in Organisation

8/2/2019 Power in Organisation

1/15

POWER IN ORGANISATION


2/15

POLITICAL MODEL Several actors

Individuals/ subunits

Actors pursue their respective interestsrather than one organisational goal

Relative power of the actors determinesthe outcomes


3/15

POWER INTERESTS OF THE POWERFUL

Those who have the power try to further theirinterests

INTERACTIVE ASPECT OF POWER Use to affect the behaviour of those who are not

powerful

OVERCOME RESISTANCE OF OTHERS Behaviour of the others can be affected by thepower because of threat/ actual application of

sanctions, others depend on the powerful fortheir desired positive outcome


4/15

POLITICS POWER IN USE


5/15

SOURCES OF POWER 1 FORMAL AUTHORITY

Organisational positions are usually defined

in terms of rights and obligations, whichcreate a field of influence within which onecan legitimately operate with the formalsupport of those with whom one works


6/15

SOURCES OF POWER 2 RULES AND REGULATIONS

Define a contested terrain that is forever

being negotiated, preserved and changed


7/15

SOURCES OF POWER 3ABILITY TO COPE WITH UNCERTAINTY

An ability to deal with unpredictable

situations gives an individual group orsubunit considerable power in theorganisation


8/15

SOURCES OF POWER 4 CONTROL OF SCARCE RESOURCES

If a resource (money, material, technology,

personnel, etc.) is in scarce supply andsomeone is dependent on its availability,then it can be translated into power


9/15

SOURCES OF POWER 5 KNOWLEDGE AND INFORMATION

Can help a person systematically influence

the definition of organisational situationsand create patterns of dependency


10/15

SOURCES OF POWER 6 COUNTER ORGANISATIONS

Countervailing power of union, regulatory

agencies, etc.


11/15

SOURCES OF POWER 7 INFORMAL ORGANISATION

Friends in high places, sponsors, mentors,

coalitions, informal networks, etc.


12/15

LEVELS OF POWER (Lukes,

1979) ONE DIMENSIONAL VIEW

Focus on behaviour

Observable conflict of interests


13/15

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


14/15

LEVELS OF POWER 3 THREE DIMENSIONAL VIEW

Control over political agenda

Absence of actual observable conflict

Subjective vs. real interests

Power as ideology

Cultural manifestations


15/15

Foucault's Disciplinary Power Routine practices of surveillance

Power is part of everyday life

Power/ resistance Two sides of the same coin

Benthams panoptican Self surveillance

Gaze/ interiorisation Power is made to seem normal and

acceptable

Documents

Power in Organisation