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Power and Command (Establishment of Power and Command (Kanter's Core…

- - - - Managers establish and apply the rules that govern people acting within an organization because of their authority and power.
        
        The degree of effectiveness of power is the ability to exert influence on others
- - - - They decide how much authority to delegate to lower-ranking managers.
- - - - It is present in any relationship.
  - - - • Power Expert:
        
        It is based on the idea or concept that the influent has specific knowledge or relevant experience that the influent does not have.
      - • Referring Power:
        
        It is based on the desire of the influent to be as influential or to identify with him.
      - •Legitimate Power:
        
        It exists when a subordinate recognizes that the influential has the right or the ability to exert influence, known as formal authority.
      - • Coercive power:
        
        The negative side of reward power.
      - • Reward power:
        
        It stems from the fact that a person, called the influential, has the ability to reward another person.
  - - - • They know that each of the five bases of power has its merits.
      - • They have goals for their career, which allow them to develop the power with which they feel comfortable.
      - • Recognize the different costs, risks and benefits of the five bases of power.
      - . • Act maturely and exercise self-control.
      - • They are sensitive to the source of their power.
      - • They understand that power is necessary to get things done.
  - - - Whose analysis can expand our knowledge of the promise of power.
        
        Kotter has argued that the external environment of organizations has contributed to a greater need for managers with power skills.
        
        • Kanter has argued that it is not difficult to institutionalize power.
        
        Those who, in the opinion of others, possess the power find it easier to influence the people around them and can gather more genuine power.
        
        All members of an organization can enjoy enough power because of their knowledge, skills or the resources they control.
- - - - Formal authority is the kind of power that is associated with the structure and administration of organizations.
        
        It is based on the recognition that attempts to exert influence are legitimate.
    - - It is to assign to another person the formal authority (legitimate power) responsibility for carrying out specific activities.
        
        Managers must delegate authority to employees so that the organization can personally perform and monitor everything that happens in the organization.
      - Advantage
        
        The more tasks managers can delegate.
        
        More opportunities will have to aspire and accept greater responsibility among higher level managers.
        
        It leads to better decisions, because it is likely that employees who are closer to the point where the action takes place have a clearer view of the facts.
  - - - .
        The other perspective of the origin of the formal authority, considers that the base of the authority is in the influenced and not in the influent
    - - The authority's position says that authority has its origin at a very high level and, downwards, from one level to another
  - - - Teams of people offering advice and
        Services to line managers.
    - - The authority of staff members to control
        Activities of other departments.
        
        Based on your relationship with the
        Specific staff