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Comm 151- Chapter 12
Power, Politics and Ethics
| Question | Answer |
|---|---|
| What is Power? | • The capacity to influence others who are in a state of dependence |
| Legitimate Power | • Power derived from a person’s position or job in an organization • Constitutes the organization’s judgment about who is formally permitted t influence whom, and it is often called authority – possess more legitimate power as you move up the hierarchy |
| Reward Power | • Power derived from the ability to provide positive outcomes and prevent negative outcomes • Often backs up legitimate power – managers are given the change to recommend raises and do performance evaluations |
| Coercive Power | • Power derived from the use of punishment and threat • Often backs up legitimate power – however lower level employees can also imply their own share of coercive power |
| Referent Power | • Power derived from being well liked by others • Prone to consider their points of view, ignore their failures, seek their approval and use them as role models • represents a truer of deeper base of power than reward or coercion |
| Expert Power | • Power derived from having special information or expertise that is valued by an organization • The more crucial and unusual this expertise, the greater the expert power is available – difficulty of replacement |
| Coercive is more likely to produce.. | resistance and lack of cooperation |
| Legitimate and Rewards are more likely to produce... | compliance with the bosses’ wishes |
| Referent and Expert are more likely to generate... | true commitment and enthusiasm for the manager’s agenda |
| How do people obtain power? | Doing the right things • extraordinary activities • visible activities • relevant activities Cultivating the right people • Outsiders • Subordinates • Peers • Superiors |
| Consequences of Power | Influence- control over others behaviours, can use power in one domain to control outcomes in another domain Rose Coloured lenses- positive affect, self confidence, optimistic interpretation of social cues |
| Stereotypes | cognitive schemas representing broad social categories such as sex, race, age and nationality |
| Why do the powerful tend to stereotype people more? | Perceptions Self Serving Motivation Ability |
| What drives sexual harassment? | motivated by enforcing traditional sex roles and a desire to maintain power inequalities |
| Personal Power vs Social Power | Personal - power over your own outcomes Social - power over the outcomes of someone else |
Created by:
c.bertrand
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