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’ acceptance of the authority of a position. Personal power comes from an individual’s unique characteristics. There are two bases of personal power, expertise and the respect and admiration of others. Within the powers, there are also 9 power tactics or influences and their contingencies. The distinct influence tactics are :
• Legitimacy-Relying on your authority position or saying a request accords with organizational policies or rules.
• Rational persuasion-Presenting logical arguments and factual evidence to demonstrate a request is reasonable.
• Inspirational appeal-.Developing emotional commitment by appealing to a target’s values, needs, hopes, and aspirations.
• 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