1) Power is a difficult concept to identify; it has been defined in several ways by many scholars. Hinings et al. (1967) state that power is analogous to bureaucracy, while Bierstedt (1950) and Blau (1964) state that it is purely coercion (Stojkovic et al, 2008). Moreover, Hall and Tolbert (2005) identify that there are five types of power, reward, coercive, legitimate, referent, and expert (Stojkovic et al, 2008). According to studies these five types of power are important and needed in a criminal justice agency for greater effectiveness and efficiency.
The five different types of power cannot be implemented in every unit; instead different policies need to put in place within different units for effective administration power. According to Tifft (1978) different units of a police force permit different types of power to be developed (Stojkovic et al, 2008). Coercive and legitimate power can be observed in a patrol sergeant because the unit’s specific duties, whereas a tactical unit shows extreme levels of referent, expert, and legitimate power due to the unique structural design and activities (Stojkovic et al, 2008). For example, in a police agency detective units would benefit greatly if sergeants had previous experience in the unit, due to the fact that expert power and knowledge is essential to the sergeant’s role (Stojkovic et al, 2008). Since knowledge of methods of common crimes gives the sergeant necessary information that is valued and respected by subordinate detectives, it is essential for police administrator to implement people in the unit who have had experience as detectives (Stojkovic et al, 2008). Thus, the social bases of power differ between organizations and structural characteristics affect the s...
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The last episode of conflict is conflict aftermath. At this stage if the issues listed in the latent conflict episode are dealt with in a satisfactory manner, the conflict will be resolved (Stojkovic et al, 2008). This is the type of resolution that managers and supervisors should seek in order to keep organizational conflict to a minimum. However, if the conflicts listed above are not addressed and only suppressed, then the conflict will resurface and the organization will enter the stage of conflict aftermath (Stojkovic et al, 2008). The problem with this episode is that it could become serious and weaken the relationship between two parties and will never be repaired fully. For example, in prisons, if the conditions listed in the latent conflict are never resolved the conflict will worsen until another disturbance occurs (Stojkovic et al, 2008)
Power can be defined as the ability to influence or outright control the behavior of people. A variety of different things can drive power, including both knowledge and experience. Power in most cases is needed to establish authority. In today’s country, the United States government has a lot of power. It has so much power that even American citizens are beginning to complain about it. Having all this power and authority has allowed the government to make decisions quicker. However, by making decisions faster, some mistakes can be made and innocent people can be convicted. This point is directly exemplified when using two New Yorker articles, “Surviving Solitary” and ‘A Shot to The Heart.” Both articles consist of results produced quite
Imperialism in the Caribbean region produced institutions and movements that deeply affected and continue to affect the Caribbean region. Interpersonal conflicts related to gender, sex and sexuality in a character represent the colonization and its ongoing effects in the Caribbean region. Throughout the semester we have read many novels that have emphasized Caribbean women’s subjectivities and how they have been obliterated through race, gender, ethnicity and sexuality. Elizabeth Nunez’s novel, Bruised Hibiscus, is a Caribbean novel filled with the complexities of colonization and patterns of power in the lives of individual men and women. Colonization is definitely represented as part of the problem in this novel; however, Nunez’s readers realize the domination of men over women in European colonialism as well as the differences between passion and power, black and white, and male and female. Bruised Hibiscus is a dark exploration of power and sexuality due to the finding of a murdered woman’s body that causes consciousness of both women. The empowerment created through interpersonal conflicts often results in the life one lives based on the power exhibited through gender, sex and sexuality.
Who holds the power? Which religion is stronger? In Bless Me Ultima, a coming of age story of a young boy, the protagonist struggles with the issue of which God should be followed, worshiped, and reverenced. The theme of power in religion is portrayed throughout Anaya’s book in various ways and means such as Ultima, Mrs. Marez, the sign of the cross, and Antonio himself.
The Great Fall of Authority As Alice journeys through Wonderland and Looking-glass Land, she encounters a variety of characters whose nonsensical assertions call into question her tacit ontological assumptions. The strange logic these characters introduce to Alice forces her to acknowledge and reevaluate learned perceptions that she had previously accepted as objective truths. Because many of Carroll’s absurdities bear an exaggerated but recognizable resemblance to observable phenomena in society, the paradoxically meaningful nonsense causes Alice (and the reader) to experience epiphanies about the nature of the phenomena Carroll satirizes. In this way, Carroll cleverly, and ironically, uses nonsense to raise consciousness.
Although the different criminal justice organizations have similar attributes there are certain characteristics that determine the structure: how work is assigned, tasks employees are assigned, how far organizational control reaches, if organizations fall under one authority or is delegated to l...
A common style of police leadership is a more bureaucratic style where the leader manages “by the book”, everything must be done in accordance with pre-written policies and procedures (Cordner & Scarborough, 2010). When a certain problem or concern isn’t covered by the book the leader refers to the next level for a decision. This style removes the ability of the leader to manage and forces a strict accordance to the “book”. This style can be very effective when dealing with dangerous situations which can be a common occurrence in police work.
After reading an excerpt from William J. Fulbright's, “The Arrogance of Power,” the author argued that Americans were abusing their power during the Vietnam War by ignoring international law and twisting U.S. Foreign policies. This essay argues the point that power has a tendency to breed arrogance. Arrogance stems from a know-it-all attitude or “as a psychological need that nations seem to have in order to prove that they are bigger, better, or stronger than other nations, (Fulbright 1966).” Being too sure of oneself and looking down on others is a surefire way that an arrogant attitude causes offense. William J. Fulbright “holds the record as the longest-serving chairman of the Senate Foreign Relations Committee, from 1959 to 1974, (Fulbright 1966).” Senator Fulbright was opposed to the United States always involving itself in the affairs of other countries. To put it frank, he believed that Americans should mind their own business and stop meddling with the issues of other countries all of the time. The United States tended to intervene in the affairs of other countries even when not invited to do so. Almost like a big brother who just wants to protect his younger sibling every time a situation arises. When power is given to a country, boundaries and limits must be set as to how that power is to be utilized, because if Americans perceive they are better than others, then that power, will more than likely, be misused.
Many people enjoy working or participating in a group or team, but when a group of people work together chances are that conflicts will occur. Hazleton describes conflict as the discrepancy between what is the perceived reality and what is seen as ideal (2007). “We enter into conflicts reluctantly, cautiously, angrily, nervously, confidently- and emerge from them battered, exhausted, sad, satisfied, triumphant. And still many of us underestimate or overlook the merits of conflict- the opportunity conflict offers every time it occurs” (Schilling, nd.). Conflict does not have to lead to a hostile environment or to broken relationships. Conflict if resolved effectively can lead to a positive experience for everyone involved. First, there must be an understanding of the reasons why conflicts occur. The conflict must be approached with an open mind. Using specific strategies can lead to a successful resolution for all parties involved. The Thomas-Kilmann Conflict Mode Instrument states “there are five general approaches to dealing with conflict. The five approaches are avoidance, accommodation, competition, compromise, and collaboration. Conflict resolution is situational and no one approach provides the best or right approach for all circumstances” (Thomas, 2000).
Many human beings have been involved in a power struggle of some sort since the beginning of time. Between power in the business world, classroom, and government it is often clear who is subordinate and who is dominant. Subordinates may at times feel powerless; however, they can gain satisfaction out of aesthetics and hidden transcripts because of the personal freedoms it represents to them.
16). The term chain of command is generally utilized in the military and law enforcement arena. Most police departments still utilize the traditional pyramid structure because it reflects and differentiates specialized functions, authority, and hierarchy. Studies from Peak et al., (2012) indicate that numerous police agencies experimented with other methods of structural leadership styles, and most of them prefer the traditional pyramidal configuration because it emphasizes “rapid leadership and division of labor” in catastrophic events (p. 28). Police departments in the United States are considered as bureaucracies because there is a heavy presence in the division of labor, hierarchal authority, use of contracts and agreements from labor unions, and specialized functions (Hess & Orthmann,
Power is everywhere; in organizations, relationships, businesses, government, education, et cetera. Power is defined as a capacity that X has to persuade the behavior of Y so that Y acts according to X's wishes (Robbins & Judge, 2007). Power is essential because without it, organization and leadership effectiveness is eliminated within the confounds of the given relationship. A dependency is Y's relationship to X when X possesses something that Y requires (Robbins & Judge, 2007). In essence, there are five bases of power: Coercive power, Reward power, Legitimate power, Expert power, and Referent power (Robbins & Judge, 2007). The scenario exemplifies each power and how each is used. The scenario also illustrates the dependency relationship of each power for the parties involved.
There are several sources of power, some of them are authority, reward, expertise, and coercion.
Power is defined in the course study notes as the “ability of individuals or groups to get what they want despite the opposition”. Power is derived from a variety of sources including knowledge, experience and environmental uncertainties (Denhardt et al, 2001). It is also important to recognize that power is specific to each situation. Individuals or groups that may be entirely powerful in one situation may find themselves with little or no power in another. The county Registrar of Voters, who is my boss, is a perfect example. In running the local elections office, she can exercise the ultimate power. However, in a situation where she attempted to get the county selected for a desirable, statewide pilot project, she was powerless, completely at the mercy of the Secretary of State. Power is difficult to measure and even to recognize, yet it plays a major role in explaining authority. In organizations, power is most likely exercised in situations where “the stakes are high, resources are limited, and goals and processes are unclear” (Denhardt et al, 2001). The absence of power in organizations forces us to rely on soley hierarchical authority.
According to McShane and Von Glinow, conflict is “a process in which one party perceives that his or her interests are being opposed or negatively affected by another party” (328). The Conflict Process Model begins with the different sources of conflict; these sources lead one or more parties to perceive that a conflict exists. These perceptions interact with emotions and manifest themselves in the behavior towards other parties. The arrows in the figure illustrate the series of conflict episodes that cycle into conflict escalation (McShane and Von Glinow 331-332).
McShane and von Glinow determine that the first three powers - legitimate, reward, and coercive power - are granted to persons through the organization or co-workers, whereas the two other powers – expert and referent power - depend on the “power holders own characteristics” (301). The first source of power that can be assigned to members of the organization is Legitimate Power, which is defined as an “agreement among organizational members that people in certain roles can request certain behavior of others” (302). This source of power generally results from different roles in the organization (hierarchy). Like the manager can expect his or her employees to do what he or she requires. Another source of power that can be given to employees is Reward Power, which is defined as “the person’s ability to control the allocation of rewards valued by others and to remove negative sections” (302). Reward power offers incentives and is the opposite of the third source of power, which is Coercive Power. Coercive power is the last source of power that is assigned to people and involves “the ability to apply punishment” (303). The fourth source of power is Expert Power, which does not originate from the position but rather from within the person. Expert power is “the capacity to influence others by possessing knowledge or skills that others value” (303). For instance, an employee can develop expert power when gaining important knowledge for the organizations that others would also like to have. The fifth source of power that does not depend on the role or position of an employee, but on the person’s own characteristics is Referent Power, which is defined as “the capacity to influence others on the basis of an identification with and respect for the power holder” (303).