Research Paper on:
How Managers Use Power

Unformatted Sample Text from the Research Paper:
and Raven describe a power taxonomy which provides a useful foundation for analysis of power within an organization. This model uses five types of power; reward, coercive, legitimate, expert and  referent, along with these there are three potential outcomes where power is used, compliance, commitment or resistance (French and Raven, 1959). The most effective outcome is commitment, but compliance may  also be acceptable for a manager. Legitimate power is seen where a legitimate request is made. The perception of the legitimacy of the request is also viewed with reference  to the perceived authority of the person making the request as well as the actual request (French and Raven, 1959). This is seen in the different level of management and  basic models of motivation, the human relations approach that uses a high trust, less authoritarian approach than scientific management low trust models, all advocate a more consensual approach (Huczyniski and  Buchanan, 1996). Willing compliance is more productive than forced compliance where there may be underlying or hidden resistance, which indicates the model is one that can be used with  different levels of effectiveness and as Lewin had noted, was also impacted on the different pressures and restraining forces (Raven, 1993). Closely  linked to this is the reward power. Compliance is also likely to occur where there is reward power. These rewards may be seen as wages, in line with the ideas  of economic man but this is a limited view, rewards may also include elements seen by theorists such as Maslow and Hertzberg, such as recognition and praise and other higher  order needs or satisfier factors (Haralambos and Holborn, 2000). There are also other types of rewards that are of value, these may be rituals that are part of the culture,