HCM 433 MANGEMENT AND ORGANIZATIONAL BEHAVIOUR.pdf

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or stop their pay, although unions have certainly stripped some of this power away over the years. Management can also directly or indirectly threaten an employee with these punishing consequences. 2. Expert Power This is based on the leader’s possession of expertise, skill, and knowledge or understanding only in certain well defined areas, which, through respect, influence others. A leader high in expert power is seen as possessing the expertise to facilitate the work bahaviour of others. This respect leads to compliance with the leader’s wishes put in other words, others must perceive the power holder to be credible trustworthy and relevant before expert power is granted or recognized. Credibility comes from having the right credentials; that is the person must really know what he or she is talking about and be able to show tangible evidence of his knowledge. For example, if a high successful football coach gives an aspiring young player some advice on how to do new block, he grant expertly instead to – he will be granted expert power. The coach has knowledgeable about case because he is so knowledgeable about football. Besides credibility, the person (agent) must also have trustworthiness and advance. By trustworthiness, it is meant that the person seeking expert power must have a reputation for being honest and straightforward. The point must also be made that expertise is the most tenuous (very thin) type of power, but mangers and especially staff specialists, who seldom have the other sources of power available to them, often have to depend upon their expertise as their only source of power. 3. Legitimate Power This is power based on the position held by the leader. Normally, the higher the position, the higher the legitimate power tends to be. A leader high in legitimate power induces compliance or 70
influences other because they feel that this person has the right, by virtue of position in the organization, to expect that his suggestions will be followed. This shows that unlike reward and coercive power which depend on the relationships with others, LO depends on the position or role that the person holders. Legitimate power can come from three major sources. First the prevailing culture values of a society, organization, or group determine what is legitimate. For example, in some societies, the older people become the more legitimate power they possess. The same may be true for certain physical attributes, sex, or vocation. In an organizational, context managers generally have legitimate power because employees believe in the hierarchical chain where higher positions have been designed to have power over lower positions. Secondly, people can obtain legitimate power from the accepted social structure. In some societies there is an accepted ruling class. But an organization or a family may also have an accepted social structure that gives legitimate power. A third source of legitimate power can come from being designated as the agent or representative of a powerful person or group. Elected officials, a union or management committee be examples of this form of legitimate power. Each of this form of legitimate power creates an obligation to accept and be influenced. But in actual practice, there are often problems, confusion, or disagreement about the range or scope of this power. 4. Referent Power This source or basis of power is based on the leader’s traite (characteristic). A leader high in referent power is generally liked and a admired by others because of personality. This liking ofr, admiration for , and identification with the leader influences others. Adeversers take advantage of this type of power when they use celebrities, such as movie stars or sport figures, to do testimonial advertising. The buying public identifies with (finds attractive) certain famous people and grants them power to tell them what product to buy. Timing is an interesting aspect of the testimonial advertising type of referent power. Only professional athletes who are in season for example football players who are in top-form are used 71
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NATIONAL OPEN UNIVERSITY OF NIGERIA
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 15: Organisational Structure E
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HCM 433 - MANAGEMENT AND ORGANISATI
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UNIT 10: Work Groups UNIT 11: Commu
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Course Editor: Programme Leader: Na
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· Discuss the behaviour influencin
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MODULE: 1 UNIT 1 MANAGEMENT PERSPEC
Page 19 and 20: (iii) The reference to management a
Page 21 and 22: Departmental heads, Supervisors, Fo
Page 23 and 24: in coordinating efforts occur becau
Page 25 and 26: For purpose of this book, administr
Page 27 and 28: UNIT 2 THE STUFF OF ORGANISATIONAL
Page 29 and 30: suggested by the economic security
Page 31 and 32: of organisational behaviour and a n
Page 33 and 34: *We see organizations as societies
Page 35 and 36: Mullins, L. J. (2000). Management a
Page 37 and 38: The common features of a formal Org
Page 39 and 40: of inefficiency was prevalent in th
Page 41 and 42: •Discipline •Unity of Command
Page 43 and 44: 3. Explain clearly the different ty
Page 45 and 46: expectations that supervisor, thoug
Page 47 and 48: Many types of barriers which can oc
Page 49 and 50: who unable to leave. Such workers c
Page 51 and 52: without receiving benefits in retur
Page 53 and 54: It is however important to note (re
Page 55 and 56: processes that are not a response t
Page 57 and 58: UNIT 5: Content MANAGEMENT OF CHANG
Page 59 and 60: Technological Change: Everyone is k
Page 61 and 62: Sometimes changes are introduced wi
Page 63 and 64: iii. Even where change is socially
Page 65 and 66: 3.8 MANAGING RESISTANCE TO CHANGE A
Page 67 and 68: Mullins, L. J. (2000). Management a
Page 69: It is the resource that enables a l
Page 73 and 74: This basis of power is based on the
Page 75 and 76: 7.0 REFERENCES French, W. L. and Be
Page 77 and 78: iv. Personal Achievement: here, the
Page 79 and 80: The relationship between status, oc
Page 81 and 82: UNIT 8: Content PERCEPTION 1.0. Int
Page 83 and 84: interpretation of the world around
Page 85 and 86: 3. Past Experience: The selective n
Page 87 and 88: outstanding performance is attribut
Page 89 and 90: greatly influenced by their own cha
Page 91 and 92: elate to the social stimulus value
Page 93 and 94: Similarly individual are born into
Page 95 and 96: a) The Id is the unit that contains
Page 97 and 98: 5. Genital stage (13 years and abov
Page 99 and 100: 5.0 CONCLUSION We have in this sect
Page 101 and 102: At the end of studying this unit, y
Page 103 and 104: Besides, there are also other class
Page 105 and 106: a Socialization of New Employees: S
Page 107 and 108: (rewards greater than cost) of an o
Page 109 and 110: 2. Eye Contact and Location of Memb
Page 111 and 112: UNIT 11: COMMUNICATION IN ORGANIZAT
Page 113 and 114: (i) Some individual or group as an
Page 115 and 116: (v) Communication is also the neces
Page 117 and 118: task of communication. In other wor
Page 119 and 120: tone of voice, the choice of langua
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UNIT 12: MOTIVATION 1.0. Introducti
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in the face of difficulties and pro
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3.2 THEORIES OF MOTIVATION There ar
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According to Maslow, needs are hier
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Safety Social Relatedness Esteem Se
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The first group of factors (the dis
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The question is however often asked
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A effects. In this unit our attenti
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Probability that effort will lead t
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satisfy their emotions and desires.
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The implication of attribution theo
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i. more workers are able to do vari
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influences that motivate people so
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Thirdly, it is almost certainly tru
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“Labour is good in its self. A ma
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8. The motivation of many employees
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In every organization, there exists
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decentralisation, with activities i
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Structure provides the framework fo
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According to Mullins (2000), clearl
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functions, departments or sections.
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M :- Marketing F :- Finance iv) Nat
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•the process of managing the acti
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functions undertaken increases. Peo
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Therefore, the matrix organisation
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A basic aim for the study of organi
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ii) Technology - the manner in whic
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Task - the nature of the work activ
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In a university, for example, the m
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The growth of information technolog
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Most organisational resources are l
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It may not always be possible for m
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•Influence of Technology on Organ
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Mitchell, T. R. (1987). People in O
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