The real world of management - Essay Example

? THE REAL WORLD OF MANAGEMENT No Lecturer) & Power and Control at the Workplace Introduction Power can be good and bad in almost equal measures depending on how it is used. At the work place, power is required to direct and control the way things are done. Without power, therefore, it is absolutely impossible to ensure control an organization. Power is not a preserve of the top managers and bosses; it is a prerequisite of management at all levels. When abused, power can bring a previously successful organization down to its knees. Similarly, if power is used well and for the benefit of all employees it can bring up an organization that is previously perceived to be failing (Hatch & Cunliffe, 2006). For an employee to have a sense of belonging, engagement and happiness in any organization, they need to have power and control of situations. A good leader is one who does not use power for individual benefit but for the well being of the organization. Self centred people usually seek power to satisfy individual interests at the expense of the entire organization and colleagues. Power can be as good and bad as its source. If it is obtained through threats, humiliations, frustrations and intimidation of others, it becomes absolutely difficult to channel it for the benefit of the same people (Whatley, 2002). Absolute power is said to corrupt. As a result, power has to be balanced and checked so that it does not destroy an organization. It should be used to enhance control that seeks to uplift the standards of an organization and not derail or rob it of the already reaped gains. The Link between Power and Control There is a very close link between power and control at the workplace. Power gives an individual the ability to control and get things done. Control is a very significant component of management which gives an employee the confidence and a sense of feeling of having jurisdiction to take care of situations and circumstances (B2Bwhiteboard, 2012). Without power, control is absolutely impossible. A good leader is one who focuses his energy to work with others as a team to get things done. He is an individual who can discharge his duties both individually and within a team. In simple terms, he should be able to control the circumstances under which he works both individually and with others. However, no matter how energetic an individual may be, he cannot be able to control the team without power. It is, therefore, very clear that power and control are closely linked. It is also very evident that both power and control if wrongly used can bring about a feeling of dissatisfaction and a feeling of isolation among those who feel deprived of it (Bratton, Mills, Pyrch, & Sawchuk, 2003). Therefore, power should be balanced and checked to ensure that an organization is controlled in a manner that is not only acceptable but beneficial to the entire organization, its stakeholders including both the internal clients and employees. This should be done with the view that power leads to control implying that absolute power leads to absolute control, which may not be healthy in an organization (Pfeffer & Salancik, 2003). There are several sources of power. It may be obtained through coercion where people are forced into doing things owing to the dire consequences of failing to do them. In such situations, employees are forced to do things to avoid the punishment associated to the failure to perform such tasks. In some cases, power is obtained through reward. In such situations, employees are promised a reward for undertaking tasks. This could be in the form of a material gift. As such their loyalty is obtained. Whether obtained through intimidation, coercion or reward, power installs into an individual the capacity to control and direct the affairs at the workplace (Simon, 2009). Tensions and Contradictions Surrounding Power and Influence In most cases, people like too much of what is good. Power, however, is seen to be good and bad. When rightly used, power becomes an absolute good at the place of work. In the same vein, when power is used in the wrong way, it becomes a curse to the organization. Too little power is as bad as too much power. It is, therefore, an evident contradiction in the phenomenon of power where too much or too little of it brings destruction in an organization (Weis & Fine, 1993). Control is required to get things done in an organization. Without it, it becomes very difficult to get people to work. However, when control becomes too much, it again destroys the organization. Humans tend to resent too much control. Too much control comes as a result of too much power. Without power, there is absolutely no control. As such too much power ought to be trimmed to reduce too much control to give an organization the space to realize its objectives. Understanding the Sources of Power at the Workplace The easiest way of understanding power at the work place is through the indication of the hierarchy or titles. In any organization there is bound to be an organizational structure that builds a hierarchy. The Chief Executive Officer, Human Resource Director, Owner, the Boss or the Managers are traditionally representatives of power at the workplace (Schwabenland, 2012). When one hears such titles, an air of authority and in some instances, fear is felt. Resolving conflicts at the place of work by the holders of these titles lies in the balance of power and how it is used. Apart from these positions held at the work place, there are other sources of powers. Such include an individual’s physical attributes in an organization. Such physical attributes include the physical appearance of an individual, the gender and even individual’s age. People who look attractive and very charismatic tend to wield a lot of power in organizations and, therefore, have control over issues (Cooper, 2012). As a result, they win other people’s respect and are able to direct how certain things are done within an organization. Age is another source of power. People who are elderly in a given organization naturally tend to have power owing to the respect they are given by other employees (Harold, 2012). They are believed to have seen a lot and to have wisdom that is needed to steer an organization forward. No wonder such people are consulted in cases of disputes in organization. Another significant source of power within an organization is the mental attribute of an individual. The mental attributes include the aptitude, fluency in language and the ability to solve problems. Individuals with good aptitudes and good problem solvers are respected and wiled certain degree of power in any organization (Malloch, Cairns, Evans, & O'Connor, 2010). Moreover, people who are fluent in certain languages are looked up to in instances where verbal or written presentations are required in an organization. This earns them the charisma and admiration from other members of the organization who then develop a fond regard for them. The result is that they become powerful within that organization. Power can also arise from the skills that an individual has. People with industry-specific skills, communication skills and interpersonal skills tend to have a substantial amount of power at the work place. The ability to talk and relate well with other people and such related skills render individuals powerful and able to ensure control in an organization. An individual’s experience working with a given company is also able to instill reasonable amount of power to such an individual. If one has a wealth of experience performing a certain task, he can win other people’s trust and confidence in performing such a task. It is no wonder that the amount of experience individual wields determines whether he can be trusted to get employment in virtually all organization (Consumer Dummies, 2010). Power gives one the authority to control. Experience, being a significant source of power, therefore, dictates how this authority is given. An individual with adequate hands-on experience in performing a certain task can, therefore, be trusted and respected to direct and control other workers. After all, he has been doing that for several years. They are also trusted to solve conflicts and disputes within the workplace. The status of an individual also determines how much power and control he can be able to wield in an organization. People obtain high social status owing to how much money, education and social and professional networks they have. This explains why those who are wealthy wield a lot of power and are respected by others in the society (Goodman, 1994). People usually think that within the workplace, power usually lies at the top. However, this is not the truth given the sources of power discussed above. In one way or the other, every member in a given organization has some power since this is a requirement to accomplish whatever tasks he is entrusted with in the organization (Konrad, Prasad, & Pringle, 2006). Therefore, power should not be taken to be a preserve of the managers, the bosses, the human resource directors and the Chief executive officers. Every employee of an organization has a responsibility to perform, and the successful performance of the responsibility requires authority. This authority comes from the power that the individual has. The clout related with job skills and implementation has a significant influence on the quality and quantity of job that gets done. Sources of power that link to work performance, like the ability to convince or the ability to track complex details, are vital (Amabile, 2011). Workers who constructively exercise their power are invaluable associates of teams. The Phenomenon of Power and Control at the Workplace There are several techniques that are usually employed by the bosses, managers and those perceived to have a lot of power, to ensure that they retain that power and ensure control at the work place. When the power is well balanced, the control becomes very efficient although, in some cases, there is imbalance of power bringing with itself a lot of problems. Some managers believe that human beings fear responsibility and cannot get to perform any task unless they are pushed to do so. The managers who subscribe to this theory tend to use the traditional ways of achieving power and control at the work place such as coercion and threats (Herpolsheimer & DeCoste, 2012). They issue threats or unfair warning or evaluation to ensure that they control others. Out of fear, the employees perform as per the wishes of the manager for fear of the impending punishment. The people who use coercion also issue unreasonable demands or consequences. To the extreme the threats go to as far as death threats thereby rendering the subjects or employees very fearful (Vice, 2011). In such places of work, the employees do not peform their intended tasks because they wish to, but due to the pains that are associated with failure to do so. Other managers in other places of work use intimidation to maintain their power, influence and control at the work place. Intimidation is also intended to instil fear among the employees. This is ensured by maintaining verbal or physical aggression (Wagner, 2009). They also put in place excessive micro-management, again with the sole purpose of instilling fear among the employees thereby winning their loyalty and getting them to do exactly what one wants to have done. There is yet another method that some people use to maintain the power and control at the place of work. This is the use of emotional abuse. They do not warn or issue any possibility of physical punishment but achieve the similar goal through humiliation, disrespect, putdowns, name calling, and any other kind of cold treatment intended to emotionally torture the subjects or employees (Hamel, 2011). When the employee is made humiliated, some bosses or managers feel that they are able to control them. Well, to some extent this works, but in other instances this has sparked lack of motivation, discontent and even disrespect in return. In many places rebellion and even demonstrations have erupted to signify discontent with such states of affairs. The use of isolation is yet another method that others have used to maintain power at the places of work. It may not be very professional or even ethical but has worked out for very many employers, managers, bosses and even the lower level employees. The attempt is to retain power and ensure a continued control in the organization (Pfeffer J. , 2011). Those who are perceived to be threatening the established state of affairs are excluded from the social gatherings, and important meetings at the work place. They are also ignored for a very long time and their welfare not protected at all. This kind of exclusion or isolation has seen the “others” losing a sense of belonging and instilling in them a feeling of disorientation. They, therefore, become voiceless and cannot contribute their views or ideas whether good or bad. Some people use others to perpetuate their power within an organization. They do not do it directly but indirectly through the so called others. In such instances, they tend to create conflict by targeting co-workers who are then tasked with the responsibility of demonstrations. They also coop senior managers and Human resource personnel as allies in bullying. The supervisors at the work place also make effective use of their supervisory privileges to perpetuate their power at the place of work. They, as a result, treat employees as servants. Such people also take credit for target’s work and withhold the necessary feedback or instructions. All these methods are used to achieve and perpetuate power at the places of work. The essence of this is to ensure continued control. Power and control, therefore, tend to go together. Without power, there is absolutely no control at the work place. When there is too much power, there is too much control, which may not even be healthy for an organization. Too little power, similarly, implies too little control, which equally is not good for the survival of an organization. As a result, there should be a power balance to ensure a balanced control required for the management and the upward development of an organization. Effects of Excess Power in an Organization When power becomes too much in an organization, it becomes destructive. It leads to a lot of control which may not be necessary or called for in an organization. Power begins to become destructive especially when the groups in an organization are power seekers. When the power is unchecked, and it is coupled with a complete disregard for other people the combination is very detrimental (Schmalensee, Armstrong, Willig, & Porter, 1999). It leads to control of the individuals and groups with no regard to their feelings, views and grievances. To ensure successful and healthy control at the work place, power needs to be balanced. Any emerging signs of excess power need to be checked. Some techniques of balancing power include the following: being a role model to the rest of the employees. People should also be in a position to detect any signs of imbalance of power in an organization (Montgomery, 2008). This should be very evident when there appears to be so much control. The employees need to use the power they have at their disposal for good and not evil. In most cases, people use power to do things that are not beneficial to the organization or the other employees in the organization. Instead, they use power to serve personal interests. The result is that the control is not aimed at steering the organization forward but to help in the realization of individual well being (Anil & Suresh, 2009). They ought to be able to point out the personal benefit in achieving group accomplishments, in addition to individual accomplishments. Effects of Too Little Power Just as, is the case with too much power, too little power can also become disastrous and indeed very problematic. Employees who feel deprived of power and control over issues in an organization are likely to let the feeling of disengagement and unhappiness set in. Employees need to take control over situations and circumstances in organization. This is only possible when they have the power to control the situations. It is nearly impossible to discharge duties and responsibilities without authority to do so. The authority comes from power. Lack of power to alter and affect a given situation can significantly diminish motivation thereby rendering an employee cold and disoriented. As a result, the job performance becomes poor. The employees can no longer perform their duties as required. Such employees who feel deprived of power have a tendency to have increased sick leaves (Rogelberg, 2008). Besides, the employee turnover becomes significantly high under the circumstances. Too little power should not be discouraged to install into every employee the capacity to work and control every situation with adequate authority. Conclusion Power and control are very critical elements in determining the success of an organization. Both should be channelled in such a manner as to steer the organization forward rather than intimidate, threaten, humiliate and frustrate the employees thereby rendering them voiceless and with no capacity to contribute their views and ideas. The participation of everyone to ensure that those who seek power do not ultimately take over should be encouraged in order to ensure that power and control are used in a way that promotes the integrity, reputation and well being of the organization and its employees. References Amabile, T., 2011, August 9. 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The Misuse of Power and Control in the Workplace: Anecdotes from the Public and Private Sectors. California: Whatley Publishers. Read More