- Authority
- Represents the right to seek compliance by others.
- Bases of power
- The five bases of power are referent, expert, legitimate, reward, and coercive power.
- Bureaucratic gamesmanship
- A situation where the organizations own policies and procedures provide ammunition for power plays.
- Coalition
- A situation where one unit can effectively increase its power by forming an alliance with other groups that share similar interests.
- Coercive power
- Involves forcing someone to comply with one’s wishes.
- Counterpower
- Focuses on the extent to which person B has other sources of power to buffer the effects of person A’s power.
- Expert power
- Occurs when person A gains power because A has knowledge or expertise relevant to person B.
- Leadership
- The ability of one individual to elicit responses from another person that go beyond required or mechanical compliance.
- Legitimate power
- Exists when person B submits to person A because B feels that A has a right to exert power in a certain domain.
- Normative power
- Rests on the beliefs of the members in the right of the organization to govern their behavior.
- Politics
- Involves those activities taken within an organization to acquire, develop, and use power and other resources to attain preferred outcomes in a situation in which there is uncertainty and disagreement over choices.
- Power
- The probability that one actor within a social relationship will be in a position to carry out his own will despite resistance.
- Power dependencies
- A state where all people are not subject to (or dependent upon) the same bases of power.
- Referent power
- A state where allegiance is based on interpersonal attraction of one individual for another.
- Resource dependence
- When one subunit of an organization controls a scarce resource that is needed by another subunit, that subunit acquires power.
- Reward power
- Exists when person A has power over person B because A controls rewards that B wants. These rewards can cover a wide array of possibilities, including pay raises, promotions, desirable job assignments, more responsibility, new equipment, and so forth.
- Strategic contingencies
- A requirement of the activities of one subunit that is affected by the activities of other subunits.
- Utilitarian power
- Power based on performance-reward contingencies; for example, a person will comply with a supervisor in order to receive a pay raise or promotion.
- Work centrality
- The more interconnected subunit A is with other subunits in the organization, the more central it is.
- Work to rule
- Occurs when employees diligently follow every work rule and policy statement to the letter; this typically results in the organization’s grinding to a halt as a result of the many and often conflicting rules and policy statements.
- Workflow immediacy
- Relates to the speed and severity with which the work of one subunit affects the final outputs of the organization.
- Workflow pervasiveness
- The degree to which the actual work of one subunit is connected with the work of the subunits.