Organizational Theroy

Power is loosely understood as one’s ability to influence the actions of others (Kelly & Tazbir, 2014). However, it is important to note that power remains independent from authority. Authority over others, as explained by Gonclaves (2013), is a formal responsibility that accompanies a title or position. While one may have administrative authority over an employee, they may not necessarily possess the ability to influence the person’s behavior. Power is derived from “expertise, legitimacy, reference (charisma), reward and coercion, or connection” (Kelly & Tazbir, 2014, p. 189). These sources of power are a combination of both purposeful and inherent behaviors that allow one to exercise influence over others (Kelly & Tazbir, 2014). To be most

If there is one word in leadership that gets leaders both excited and worried it is the word “power”. Leaders are excited by the word because it means they have to ability to make decisions and get things done. On the other hand, they are scared by this word because it has a negative connotation and there are many examples of leader who used their power for the wrong purposes. To use power correctly, one needs to examine the positives and negatives of power, as well as find a few ways to use power in a healthy, productive manner.

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.

Nursing-sensitive indicators are important in all aspects of patient care. A great deal of bedside care is given by nurses. Nursing-sensitive indicators are factors that rely directly on the nursing care of the patient. Quality nursing care improves patient care and therefore patient outcomes. Nursing-sensitive quality indicators promote patient safety and quality patient care. Since these quality indicators are reflective primarily on bedside care provided by nursing staff it is important that all nursing staff be aware of these indicators and their role in promoting quality patient care. There are specific indicators that could have been taken into account to promote patient

In the fifth chapter the authors defines five sources of power. They are; coercive power, reward power, legitimate power, expert power, and referent power. They explain why knowing these are very important by saying, “...understanding the sources and uses o power is essential to effective leadership, The ability to influence others can be based on a wide variety of factors.” (Hackman, 137) The sources of power do not overlap, but instead are used exchangeably in order to get the best results when leading a group of people.

An important trait to any organization in the business world of today is the functions within the organization. Overall, an organizing function of management outlines the practice in which individuals within the organization interact and work with each other. CellCom Inc. is small cell phone company located only in Northeastern Wisconsin and is consider a reputable organization. The functions at CellCom Inc.’s stores, offices and distribution centers has allowed the optimum of organizational resources to effectively and efficiently service

Sources (Bases) of Power Power, as it relates to leadership, is the ability to influence the behavior and attitudes of others. Influence is the degree of actual change in the target person’s attitudes or behaviors. (Shriberg, Shriberg, & Kumari, 2010, pp. 116-117) In 1959, two psychologists, French and Raven, created a list of power sources. They named five sources from which individuals derive power: expert power, referent power, legitimate power, reward power, and coercive power.

There are links between power and leadership and the management of power and decision-making across and inter-organizational (like hospitals) or network-based systems (like insurance companies.) The most important consequence of linking the power and leadership literatures is the need for future research to focus on power not only within but also between organizational levels as well as between

Some people would ask how decisions that they have to follow in the workplace are actually chosen. The answer to this can be found in the article found at VirtualSalt.com written by Robert Harris (July 1998) in which he states that, “There are two major approaches to decision making in an organization, the authoritarian method in which an executive figure makes a decision for the group and the

This chapter talks about leadership and power. Some leaders use power as a tool for the betterment of the group at large while others use it for merely selfish reasons. Good power, which is kept in check, normally leads to success of an organization while the opposite can lead to organization demise. Power is mostly defined as an instrument to get others to do what the might not have done on their own without the influence of the leader. There are different types of leadership styles. Some use intimidation some use bribery, and while others use their attraction. It also speaks about hard power and soft power. Hard power is when people use coercion, intimidation, sanctions in its sort to get people to do what the want them to do. Often times these leaders use fear and fell that they are in complete control. All its subordinates feel they have little or no recourse. Soft power is

Ashkanasy, N. & Sinclair, M.(2002). “Intuitive Decision-Making Amongst Leaders: More Than Just Shooting From the Hip”, Mt Eliza Business Review. Vol. 5, Issue 2, pp.32-40

Part X1 of Giblin (2014) focused on power in organizations. Giblin (2014) described power as an important aspect in an organization. Power can help maintain order and ensure others are being compliant. Others have defined power as being influential, as being a force that influences behavior of another and to bring about outcomes in the organization. All these definitions and descriptions have similar things in common. First, power is hard to study unless you know who holds the power and who experiences it. Second, power is something to be exercised. Third, power is basically the ability to do certain things. Fourth and final, power can be used by others and not just from the one who holds it (Giblin, 2014).

Power is central to making change difficult because it is the ability to influence the actions of individuals by defining their choices. These can include all forms of influences

1. How do charismatic and transformational leadership compare and contrast? Why are they valid concept today?

Decision making is a critical responsibility in leadership and the ability to make the right decisions is imperative to the success of every organization. Over the years, various models and theories have been developed to explain how organizations make decisions. This paper shall consider a few of the models and explain how these models and theories apply in the context of the topic of this research.