• Research Paper on:
    Power and Politic Analysis of an Organization

    Number of Pages: 10


    Summary of the research paper:

    This 10 page paper looks at the manifestation and use of power in a workplace. The paper looks at French and Raven’s taxonomy of power and Hickson et al’s strategic contingency model of power. These are discussed and a real life example is used to illustrate the theories. The example, used in Aim Management Inc. The bibliography cites 9 sources.

    Name of Research Paper File: TS14_TEpolpower.rtf

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    Unformatted Sample Text from the Research Paper:
    a young and dynamic investment company where there is a team based compliant culture and a less autocratic approach to formal structures the political impact is more discrete and less  visible, but equally present. At AIM Management Inc. it s not only the type of power that is influential by the way it s used in such a social organizations  where there is a high level of integration between employees. French and Raven describe a power taxonomy which provides a useful foundation for a political power analysis of an  organisation. 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). In the workplace there is the desire to maximize resources, including human labor; this may be undertaken in a number of ways with different tools or  tactics such as motivation strategies. Understanding the political power Compliance is most likely to result form the use of reward power or legitimate power. For this reason, these are the  types of power approach seen in workplaces used by managers or supervisors (French and Raven, 1959). Legitimate power is seen where a legitimate request is made. This can be in  different forms such as verbally or in writing, however, the compliance with the request is also influenced by other factors, such as the way the request is made and the  perception of the legitimacy of that request. For example, a polite and friendly request is likely to be received more openly and as such, the potential for compliance is higher  than a request made in the form of a demand, where the psychological reaction may be resistance or resentment (Huczyniski and Buchanan, 1996). This is seen in the different level 

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