Power Politics and Knowledge
Question 1.
Steven Lukes perspective on power suggests power as a three dimensional concept. Luke’s view covers many management levels and power groups that exercise their power in the three dimensions discussed. Due to the differences in each dimension and its wide application to different situations, I believe it to be the most suitable power theory while observing power phenomenon within the workplace.
The One Dimensional view of power focuses only on behavior in decision making, specifically on key issues and essentially only in observable situations. This view also implies that power is exerted where two parties within an organisational environment are in conflict with one another. Take for instance a situation between Manager A and Employee B. A has recently observed B as taking more breaks than what is allocated to employees. A has also noticed that this constant distraction is leading to a drop in production due to the inducement of other employees in doing the same. B is viewed as a senior amongst the other employees thus B is seen as possessing referent power. A however has legitimate power being the manager of the team and having the authority to exercise disciplinary action (Gordon 2011). Hence A gives B a verbal warning. Based on the fear of losing his/her position within the business, B reduces the frequency of breaks taken and therefore productivity increases.
Even though some may argue that equal opportunity laws and regulations curb discrimination in the workplace others would agree that such issues are now merely silenced as opposed to eliminated. In order to describe this further, consider Luke’s two dimensional view of power which focuses on decision-making and non-decision-making, where focus is based on the power holders ability to silence the issues that may threaten their hold on power. Let’s take for instance Director (A)and personal assistant B and Human Resources Manager C. B makes complaints to C regarding repetitive sexual
Steven Lukes perspective on power suggests power as a three dimensional concept. Luke’s view covers many management levels and power groups that exercise their power in the three dimensions discussed. Due to the differences in each dimension and its wide application to different situations, I believe it to be the most suitable power theory while observing power phenomenon within the workplace.
The One Dimensional view of power focuses only on behavior in decision making, specifically on key issues and essentially only in observable situations. This view also implies that power is exerted where two parties within an organisational environment are in conflict with one another. Take for instance a situation between Manager A and Employee B. A has recently observed B as taking more breaks than what is allocated to employees. A has also noticed that this constant distraction is leading to a drop in production due to the inducement of other employees in doing the same. B is viewed as a senior amongst the other employees thus B is seen as possessing referent power. A however has legitimate power being the manager of the team and having the authority to exercise disciplinary action (Gordon 2011). Hence A gives B a verbal warning. Based on the fear of losing his/her position within the business, B reduces the frequency of breaks taken and therefore productivity increases.
Even though some may argue that equal opportunity laws and regulations curb discrimination in the workplace others would agree that such issues are now merely silenced as opposed to eliminated. In order to describe this further, consider Luke’s two dimensional view of power which focuses on decision-making and non-decision-making, where focus is based on the power holders ability to silence the issues that may threaten their hold on power. Let’s take for instance Director (A)and personal assistant B and Human Resources Manager C. B makes complaints to C regarding repetitive sexual
References: Clegg, S, Kornberger, M & Pitsis, T 2011, 'Managing power and politics in organizations: resistance, empowerment, ethics ', in Managing and organizations: an introduction to theory and practice, 3rd edn, SAGE, London, pp. 151-190. Ciulla, J., Forsyth, D 2011, ‘Leadership ethics’, in Bryman, Collison, Grint, Jackson & Uhl-Bien, (Eds), The Sage Book of Leadership, Sage, London, pp.229-241. Fulop, L & Linstead, S 2009 ‘Power and politics in organizations’, in Linstead, S, Fulop, L & Lilley (Eds) Management and Organization: A Critical Text, (end Ed) Palgrave-MacMillan, New York. Gordon, R 2011, Leadership and power, in Bryman, Collison, Grint, Jackson & Uhl-Bien, (Eds) The Sage Book of Leadership, Sage, London. Yukl, G 2013 ‘Power and influence in leadership’, in Leadership in Organizations: Global Edition (8th Edition), Pearson Essex, pp. 188-205.