BASES OF POWER
The five types of power are coercive, legitimate, reward, referent, and expert. Power can be manifested through one or more of the bas.
COERCIVE POWER.
Coercive power rests in the ability of a manager to force an employee to comply with an order through the threat of punishment. Coercive power typically leads to short-term compliance, but in the long-run produces dysfunctional behavior.
Coercion reduces employees' satisfaction with their jobs, leading to lack of commitment and general employee withdrawal. In the United States, Canada, and Western Europe, coercive power has en a decline in the last 50 years. Several reasons contribute to this, ranging from the legal erosion of employment-at-will and the awareness of employee violence or other forms of retaliatory behavior.
Equally important as an effect on the receding popularity of coercion as a basis of power ha
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s been the influence of quality management theorists, such as Philip Crosby and W. Edwards Deming. They suggested that there is a decline in productivity and creativity when coercive power is employed. The u of coercive power results in an atmosphere of incurity or fear. In spite of this insight, coercion as a ba of power continues to play a role even in tho organizations influenced by theories of quality management.
In times of economic crisis or threats to the survival of the organization at large, coercion may come to the forefront. Coercive power may also materialize as organizations attempt to streamline their operations for maximum efficiency. If employees must be fired, tho who fail to conform to the organizational goals for survival will be the most likely candidates for termination. The threat of termination for failure to comply, in turn, is coercive power.
LEGITIMATE POWER.
Legitimate power rests in the belief among employees that their manager has the right to give orders bad on his or her position. For example, at the scene of a crime, people us
ually comply with the数学二年级上册 orders of a uniformed police officer bad simply on their shared belief that he or she has the predetermined authority to give such orders. In a corporate tting, employees 细细的蓝线comply with the orders of a manager who relies on legitimate power bad on the position in the organizational hierarchy that the manager holds. Yet, although employees may comply bad on legitimate power, they may not feel a n of commitment or cooperation.
REWARD POWER. 王希海
Reward power, as the name implies, rests on the ability of a manager to give some sort of reward to employees. The rewards can range from monetary compensation to improved work schedules. Reward power often does not need monetary or other tangible compensation to work when managers can convey various intangible benefits as rewards.
电脑搜索不到wifi中国古代建筑结构Huey describes Sam Walton, founder of Wal-Mart Stores, Inc., as an active ur of reward power. Walton relies heavily on the intangible awards, indicating that "nothing el
can quite substitute for a few well-chon, well-timed, sincere words of prai. They are absolutely free-and worth a fortune".
When reward power is ud in a flexible manner, it can prove to be a strong motivator, as Crosby, Deming, and others have shown. Still, when organizations rely too rigidly on rewards, the system can backfire. Employees may be tempted to unethically or even illegally meet the quotas to which overly rigid reward systems may be tied.
含有绿字的古诗Another problem associated with rewards as a ba for power is the possibility that the rewards will divert employees' attention from their jobs and focus their attention instead on the rewards dangled before them.
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