Organizational Behavior

Organizational Behavior describes five forms of power individuals in a group can hold over each other. These bases of power can be broken down into two categories - formal and personal (Robbins, & Judge, 2007, p. 471). Formal power is granted by a person's ranking in an organization's hierarchy and includes legitimate, coercive, and reward powers. Legitimate power is the broadest of the formal powers and "represents the formal authority to control and use organizational resources" and implies adherence by those in subordinate positions (Robbins, & Judge, 2007, p. 472). Coercive and reward powers each focus on obtaining compliance from another individual, although they use opposite means. Coercive power is based on fear and includes the threat of removing or denying something of value from another person in the organization, while reward power seeks compliance by offering something of value in exchange for adherence to a policy or goal (Robbins, & Judge, 2007, p. 471).

Personal power does not require formal authority of the organization and is, instead, earned by an individual's differentiating traits (Robbins, & Judge, 2007, p. 472). Personal power is recognized in the forms of expert power and referent power. Expert power is earned by those with specialized skill sets or knowledge, such as lawyers, medical doctors, and various other specialists people depend upon (Robbins, & Judge, 2007, p. 472). Referent power is maintained by people who are respected, admired, or envied by others. Individuals with referent power are able to "exert influence over others because of their charismatic dynamism, likeability, and emotional effects" on others (Robbins, & Judge, 2007, p. 472).

These five bases of power are exhibited in t...

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...tion when it comes to filing financial statements, so Employee 2 maintains a significant amount of power over the manager in this regard.

Finally, the relationship between Employee 3 and the sales department shows less obvious signs of dependency and power held by one party. Employee 3 does not have the experience or unique professional qualifications of Employees 1 or 2, but the employee does possess traits that others in the sales department admire. By selling a proposal to the sales department, Employee 3 is able to grow professionally, and the sales department expects to increase sales by enacting Employee 3's plan. In this instance, both parties have a similar degree of dependency over the other, and both are using their powers for the improvement of all involved.

References:

Robbins, Stephen, & Judge, Tim. (2007). Organizational behavior. Prentice Hall