Power and resistance to change
Introduction
Power is the ability to get a party to do something they they would not do
otherwise
a set of behaviours intended to change another set of behaviours
ability of individuals to reach desired outcomes
Linked to resistance and culture
Power, Politics and Control
Politics the process of acquiring and using power to reach a goal
Power and politics are intertwined
Power is not negative on its own;
it can be used by managers toward positive ends
Change is always politicised
Politics fills the gaps left by formal structures
Perspective of power
Organisational theory of power:
Power is hidden, ambiguous or even unconscious
Power is not confined to conflict
Power is not necessarily ‘hard’, ‘direct’ or ‘confrontational’
Established bases and sources of power
Bases of Power: Formal Power
Formal Power
Is established by an individual’s position in an organisation; conveys the
ability to coerce or reward, from formal authority, or from control of information
1. Coercive Power
A power base dependent on fear
2. Reward Power
Compliance achieved based on the ability to distribute rewards that others
view as valuable
3. Legitimate Power
The power a person receives as a result of his or her position in the formal
hierarchy of an organisation
Bases of Power: Personal Power- Personal Power
Is based on an individual’s unique characteristics and the respect and
admiration of others
Introduction
Power is the ability to get a party to do something they they would not do
otherwise
a set of behaviours intended to change another set of behaviours
ability of individuals to reach desired outcomes
Linked to resistance and culture
Power, Politics and Control
Politics the process of acquiring and using power to reach a goal
Power and politics are intertwined
Power is not negative on its own;
it can be used by managers toward positive ends
Change is always politicised
Politics fills the gaps left by formal structures
Perspective of power
Organisational theory of power:
Power is hidden, ambiguous or even unconscious
Power is not confined to conflict
Power is not necessarily ‘hard’, ‘direct’ or ‘confrontational’
Established bases and sources of power
Bases of Power: Formal Power
Formal Power
Is established by an individual’s position in an organisation; conveys the
ability to coerce or reward, from formal authority, or from control of information
1. Coercive Power
A power base dependent on fear
2. Reward Power
Compliance achieved based on the ability to distribute rewards that others
view as valuable
3. Legitimate Power
The power a person receives as a result of his or her position in the formal
hierarchy of an organisation
Bases of Power: Personal Power- Personal Power
Is based on an individual’s unique characteristics and the respect and
admiration of others
