Difference Between A Team And A Group

A large part of organizational behavior could be explained in terms of coercive power rather than reward power. In a 1959 study, social psychologists John R. P. French and Bertram Raven developed a schema of sources of power in order to analyze how power plays function, or fail, in specific relationships. According to them, the concept of power is fundamentally relative, depending on specific understandings developed into relationships, and recognition of a quality that motivates the influence of the power holder, and carries out his or her intentions via the affected. It was French and Raven, who argued and established five significant categories of power, in addition to other minor categories. Coercive power is among the five significant categories, and the duo has noted that coercive power tends to be the most obvious, but at the same time least effective form of power. This, according to them, is because coercive power builds resentment and resistance from the people who are subjected to it. As threats, punishments and force are common means of exerting coercive power, relying on this type of power can result in a deficient leadership style. When viewed in a political context, coercive power is applied, and even tolerable, when applied with the justification of social and legal norms. It can also be tolerated when the leadership group is viewed as successful.

Every day the healthcare organization is changing with new developments and enhancements that are supportive to the new millennium. With the new changes a power source is needed to construct an efficient healthcare team. According to Kelly (2012), the ability to utilize resources to achieve goals results in a powerful organization. Power is essential to guide an individual and group (Kelly, 2012). NJ uses her power to encourage team members to perform within their scope of practice that will results in minimum medical errors. The level of success achieved with any team is partially based on the influential aspects of the leader and the response driven by the group (NJ, personal communication, 2016). Therefore, power should not be abused

Coercive power is the ability of a person to influence someone's decision-making by removing something as punishment or threatening punishment if the person does not follow the instructions. There are different situations in which exercising coercive power is a great help; insubordination, implementation of a change, harassment or growth. This power is necessary when dealing with problems of insubordination, it is important to keep employees controlled because one that does not follow the rules affects others. (Root, 2017) It is important that within the correctional system the rules of behavior are clear, either with the inmates or with the officers working in the correction system. An example of insubordination within the prison is when a correctional officer consistently arrives late for work; one way of the coercive power is to subtract that time from your check.

Reward power is often common in the workplace when employees are praised from meeting goals or deadlines, or just having doing something special for another coworker. Rewards can range from gift cards, commission, pay raises or even promotions depending on the case. Everyone likes being praised for their accomplishments, so this power is usually one of the common powers in large organizations with a large amount of employees. (Abudi, 2011)

Position Power is comprised of four areas, coercive, connection, reward and legitimate. Coercive power is a leader’s

What is a group? A collection of individuals who have regular contact and frequent interaction, mutual influence, common feeling of camaraderie, and who work together to achieve a common set of goals. Did you set the record as a group? No, we did not. We had so many issues and problems within our group, that i just wanted to quit working altogether.

Additionally, reward power is the authority to give employees rewards for compliance. Many leaders occupying a formal

Power is a way to influence people and affect the behaviour of the target, the target being the recipient of where power is being used. Moreover, reward power is being caused by the ability to distribute intrinsic or extrinsic rewards but, this power can eliminate or take away the rewards that the employer doesn’t desire. Reward power gives others rewards benefits, time off, increased pay or promotions. Additionally, Dr. Bernardino uses reward power to take away any additional rewards pay to Dr. Singh when Bernadino is evaluating Singh. Basing his 2003 evaluation on Singh, he recommends that she gets no rewards increase. Coercive power is being caused by an unpleasant experience from its employees. In some situations, coercive power can be used in the form of threats, dismissal, demotion,or suspension where people work in an organization. Moreover, Coercive power applies the applications of the negative aspects to employees where this power can downgrade or conceal any other rewards. When asked by the zoo officials, investigating the death of George, the giraffe, the mammal department simply doesn’t talk about the incident. However, the

I Believe the faculty members, of the school of business, expected to witness reward power. The reward power involves an individual delegating tasks to other people they do not wish to do, then rewarding them for it. For managers in an organization it is a perceived possibility to value or reward their subordinates’ good results in a positive manner;’ conversely, this form of power is based on the idea that as a society we are more inclined to do things well when we are getting something in return for this (Toolshero). A drawback to this form of power is that eventually it does lose its effectiveness.

The contingency model of leadership is based upon the relationship between three aspects of leader-follower-situation model. Apart from this contingency model, leaders are assumed to act in a flexible manner.

Prevention of power abuse in health care organizations helps to tame the ballooning of the incident into an organizational pandemic. It can be done by maintaining transparency in communication. Loopholes in communication has been cited as the major cause of power abuse. To avert this, managers and stakeholders ought to initiate and enforce an open communication culture which allows for the participation of each member in making key decisions. Another way would be counterchecking managerial authority. There needs to be a specially constituted body comprising of directors and advisory groups to keep authority in check. Establishing and enforcing a clear code of ethics which defines the roles of each member to avoid clashing is also a way to limit

Coercive Power “involves administering punishments or withholding rewards” (More, Vito, Walsh, 2012 p. 274). This type of power can be used to control behaviors. It is however, not the best power

“Coercive power relies on the fact that people fear you, and reward power is only effective so long as people value the rewards you have to offer. Legitimate power relies on your rank in the company hierarchy, and recent events

Coercive power is an individual’s ability to influence others’ behavior by punishing their undesirable behavior as defined in Hellriegel, Slocum, Woodman (2001). In addition, Barlow had proven his expertise through his knowledge, and connection through his network. This also grant him them expert power, which is defined as one’s ability to influence other’s behavior because of competencies, talent, and specialized knowledge in Hellriegel, Slocum, Woodman (2001). Because the powers that he already obtained, Barlow seek no interest in power as a reward; therefore, Barlow was low on motivation. TA vs. Barlow Barlow’s lack of motivation had caused the TA to conflict with its goal as well. One of the main goals the TA was to improve its relation with the field offices. This goal was being under met because its accounting department was operating inefficiently. The inefficiency was due to Barlow’s attitude toward his work, which was reflected upon his work. A problem exists when the Toll Authority‘s objective was not accomplished. TA had a goal to operate a smooth efficient operation. To achieve this goal, TA had to improve its relations with the field offices, and the reason behind was to eliminate the skimming in the small accounts by the field offices. Unfortunately, the TA’s objective was under met because of Barlow’s lack of motivation, which ironically, TA was liable for because of his past performance appraisal. A predicament can also be found in the case of

Power of reward is based on the manager’s ability to influence employees with something of value. To give or withhold rewards.