Research Paper on:
Managing Power and Conflict in Developed and Developing Nations

Unformatted Sample Text from the Research Paper:
in which this may be managed successfully with specific consideration regarding the way in which it differs between developed and developing nations. When considering the concept of power, the different  sources of power we can utilize need to be considered, and when and when looking at management environments cultural influences need to be considered.  French 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, but the way in which they are achieved may not only be dependent on the type of candidate utilized, but the way  it is utilized in line with cultural values. 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). The way  in which legitimate power needs may vary depending environment in which requests are being made. Hickson and Pugh (2003) notes that there is a higher level of authoritarian leadership and  management practiced and expected with in developing countries. This means that the potential for a request to be seen as legitimate may vary, with a high potential for more quizzes  be seen as legitimate as a result of authoritarian position in developing countries, with a greater potential for willing compliance. This also indicates that there is a greater potential in