Performance Of Various Behaviors Of The Management Team

Learning Outcome / Section 1: Understand the specific responsibilities of middle managers in enabling an organisation to achieve its goals

Understand the specific responsibilities of middle managers in enabling and organisation to achieve its goals

When looking at French and Raven’s Five Forms of Power in this situation, you can understand where the power comes from in this workplace (French, Raven, 1960). I see only four of the five forms being actively used in the RetailMax scenario. The CEO, who helped put the company back into a positive growth, has legitimate power since he believes that he has the right to make demands and get compliance from others in the organization. This can be seen as he authorizes another department to make an offer to Cam. Vince Mangini, Vice President of Professional Services (PS), has reward power and is able to compensate Cam for joining his department with a higher salary and a larger bonus. Cam Archer has the expert power and he wields is well. He has become a more-rounded team player and is continuing to gain credibility and experience in the company. And Regan Kessel has the referent power since he has gained the respect of other workers. With over twenty years of experience in the industry, he is a trusted leader. This has been shown by the relocation of the marketing team under his purview.

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)

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

I believe Dean Benvenuto used coercive power to enforce tasks on the faculty. The idea of coercion is used to force someone to do something against their will or by compliance. This particular form of power leads to many problems; furthermore, coercive power can lead to unhealthy behavior and dissatisfaction at work. As Leaders who use this leadership style rely on threats in their management styles, and often these threats relate to dismissal or demotion (Toolshero).

Power has been addressed in academic literature in several ways but most commonly describing “power as the ability to control valued resources and administer rewards and

I love being apart of a rewards program. I thought about all the different programs that I am apart of and the rewards they give. For example, at the coffee shop I go to back home they have a rewards card. For every drink you buy you get a hole punched in your card. When you get eight holes punch the next drink is free. So, when the author talked about the power of rewards I completely understood because I know after ever eighth drink I get I will get a reward of a free coffee.

Power relates to influence because in order for a person to be in a position where they have power, others must be dependent on them for one thing or another. The greater the subjects depend on the person, the more power a person has. When one is then in a position of power, they can influence others who are dependent on them in order for the needs of the dependent subjects to be satisfied. Influence cannot be exerted over people who are not dependent on the person, thus leaving that person without power.

Power to Influence Others There are multiple sources of power that can be used in order to assist us in managing others. In the article What is the Theory of your Firm, Zenger (2013) mentions Disney’s decision to hire Michael Eisner in 1984 so he can reverse the damage caused by past CEO’s. He chose to rediscover Walt Disney’s original theory of focusing on their value of animation. By doing so he was able to improve Disney’s standing by producing new hit movies, increasing their box office sales, and opening new theme parks.

Understanding the Role of Power in Decision Making- Pfeffer explores the advantages and limitations of power. Pfeffer states that if power is a force, a store of potential influence through which events can be affected, politics involves those activities or behaviors through which power is developed and used in organizational settings. Power is a property of the system at rest; politics is the study of power in action (Shafritz, Ott,

Power is defined as the capacity that A has to influence the behavior of B so B acts in accordance with A’s wishes (p.198). Being a collaborative organization, Stryker’s power resides in four key teams: accounting, human resources management, information technologies management, and a cross functional team known as the steering committee. Power resides within these teams because they control the things that the organization needs to function. The relationships that these teams have with the organization are based upon dependence, these departments can influence the distribution of resources in the organization. These teams exercise their power to help the organization generate a profit, respond to changes, to limit the number of errors,

“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

The management can use this power to demote, transfer, fire or deny raises to their employees. The third power base of Position is legitimate power. This power stems from the level of hierarchy in which the subordinates report directly to the authority over them for decisions. Process Power controls the input and output of organizations to make sure that the processes are carried out efficiently and effectively within. Information power is the control of information or access to it within an organization. Information can be controlled to a ?need to know? basis and/or just limited to the upper management. This type of power compliments the legitimate power. Finally, there is Representative power in which an organization uses an individual to be there spokesperson both within the organization and when dealing with people outside of the organization.

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