Going into week 4, chapter 13 is a very interesting topic for the discussion. Power is the main topic of chapter 13. As explained in the chapter, there are five base of power (formal, coercive, reward, legitimate and personal power). Formal power is based on an individual’s position in an organization. It can come from the ability to coerce or reward, or from formal authority. The coercive power base depends on fear of the negative results from failing to comply. It rests on the application, or the threat of application, of physical sanctions such as the infliction of pain, frustration through restriction of movement, or the controlling by force of basic physiological or safety needs. The opposite of coercive power is reward power, with which people comply because it produces positive benefits; someone who can distribute rewards others view as valuable will have power over them. Legitimate power is broader than the power to coerce and reward. Specifically, it includes members’ ...view middle of the document...
• Consultation-Increasing the target’s support by involving him or her in deciding how you will accomplish your plan.
• Exchange-Rewarding the target with benefits or favors in exchange for following a request.
• Personal appeals-Asking for compliance based on friendship or loyalty.
• Ingratiation-Using flattery, praise, or friendly behavior prior to making a request.
• Pressure-Using warnings, repeated demands, and threats.
• Coalitions- Enlisting the aid or support of others to persuade the target to agree.
Moving along into chapter 15 and 16, the two chapter focuses on organizational structures and cultures. Organizational culture is concerned with how employees perceive the characteristics of an organization’s culture, not with whether they like them—that is, it’s a descriptive term. This is important because it differentiates this concept from job satisfaction. Within the cultures, the chapter also discusses the strong and the weak culture and how culture has a boundary-defining role.
On the other hand, organizational structure defines how job tasks are formally divided, grouped, and coordinated. Within the organizational structures, there are six key elements that managers must address, and they are as follows: work specialization, departmentalization, chain of command, span of control, centralization and decentralization, and formalization. Each of these key elements play a major role in the working environment because it assigns major and specific tasks for individuals within the organization.
Overall, our team members can really relate to the 3 chapters discussed because of the jobs and the duties that each need to fulfill daily. We all know that in every working environment, we will see and will have to know the organizational structure and the cultures because it’s what every employees have to abide by in the workplace. Like it or not, there’s also the subject of the power struggle in the workplace when one always wants to be in control. Most of it can be due to ego, and wanting to be the leader in the workplace, power becomes an issue, and that’s when the organization structure comes into play. Having a power trip within an organization can bring people down, and that’s why each member of our team can care less to see things like this in their workplace.