BUS610 Week 6 Discussion 1
The Tipping Point
The term power can be defined different ways but our text, Organizational Behavior (2012), maintains that “power is the ability to influence the behaviors of others using formal and informal means” (Baack, 2012). Power does not necessarily have to equate with results; a powerful person can lead an organization or offer their opinion to others who, based on the speaker/leaders inherent power, will respond accordingly. Power also describes “any ability to do something, including abilities of non-human agents. So we speak of the ‘power of an engine or a machine’, the ‘power of speech’ or ‘the power of the West’” (Hamilton, 2013). The primary distinction between power and domination is that one person or group has the power to do something versus the power over something or someone else. Oftentimes, leaders such as managers or organizational heads, take the power of their position and further it to that of a dominator who commands their subordinates, offers ultimatums, and manages in an autocratic sometimes tyrannical manner. Power and domination can work concurrently if balance is employed. A leader can take the power of their position to agreeably get subordinates to perform in a specific manner – the balancing act is exercising both power and domination in a way that isn’t abrasive, by figuring out a way to make employees or subordinates feel involved in the decision-making and action processes.
Reference
Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc.
Hamilton, L. (2013). Power, domination and human needs. Thesis Eleven, 119(1), 47-62. doi:10.1177/0725513613511308. Retrieved from http://eds.b.ebscohost.com.proxy-library.ashford.edu/eds/detail/detail?vid=1&sid=37b0be11-5792-49bc-935e-5bb7ebfb9952%40sessionmgr113&hid=112&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=aph&AN=92867187
The term power can be defined different ways but our text, Organizational Behavior (2012), maintains that “power is the ability to influence the behaviors of others using formal and informal means” (Baack, 2012). Power does not necessarily have to equate with results; a powerful person can lead an organization or offer their opinion to others who, based on the speaker/leaders inherent power, will respond accordingly. Power also describes “any ability to do something, including abilities of non-human agents. So we speak of the ‘power of an engine or a machine’, the ‘power of speech’ or ‘the power of the West’” (Hamilton, 2013). The primary distinction between power and domination is that one person or group has the power to do something versus the power over something or someone else. Oftentimes, leaders such as managers or organizational heads, take the power of their position and further it to that of a dominator who commands their subordinates, offers ultimatums, and manages in an autocratic sometimes tyrannical manner. Power and domination can work concurrently if balance is employed. A leader can take the power of their position to agreeably get subordinates to perform in a specific manner – the balancing act is exercising both power and domination in a way that isn’t abrasive, by figuring out a way to make employees or subordinates feel involved in the decision-making and action processes.
Reference
Baack, D. (2012). Organizational behavior. San Diego, CA: Bridgepoint Education, Inc.
Hamilton, L. (2013). Power, domination and human needs. Thesis Eleven, 119(1), 47-62. doi:10.1177/0725513613511308. Retrieved from http://eds.b.ebscohost.com.proxy-library.ashford.edu/eds/detail/detail?vid=1&sid=37b0be11-5792-49bc-935e-5bb7ebfb9952%40sessionmgr113&hid=112&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=aph&AN=92867187