A) Formal Power
A) Formal Power
A) Formal Power
in an organization. Formal power is derived from either ones ability to coerce or reward others or is derived from the authority vested in the individual due to his strategic position in the organizational hierarchy. For example, a manager may threaten to withhold a pay raise, or to transfer, demote, or even recommend the firing of subordinates who does not act as desired. Such coercive power is the extent to which a manager can deny desired rewards or administer punishment to control other people. Formal power may be categorized into four types which are as follows: 1) Coercive power: the coercive power base is being dependent on fear. It is based on the application, or the threat of application, of physical sanctions such as the infliction of pain, the generation of frustration through restriction of movement, or the controlling by forcing of basic physiological or safety needs. In an organization one can exercise power over another if they have the power to dismiss, suspend, demote another assuming that the job is valuable to the person on who power is being unleashed. 2) Reward power: The opposite of coercive power is reward power. Reward power is the extent to which a manager can use extrinsic and intrinsic rewards to control other people. Examples of such rewards include money, promotions, compliments, or enriched in accessing and utilizing rewards to achieve influence varies according to the skills of the manger. 3) Legitimate power: The third base of position power is legitimate power, or formal authority. It stems from the extent to which a manager can use subordinates internalized values or beliefs that the boss has a right of command to command control their behavior. It represents the power a person receives as a result of his position in the formal hierarchy. Position of authority include coercive and rewards powers. Legitimate power, however, is not limited to the power to coerce and rewards. 4) Information power: The type of power is derived from access to and control over information when people have needed information, others become dependent on them. B) Personal power: Personal power resides in the individual and s independent of that individuals position. Three bases of personal power are expertise, rational persuasion, and references.
Expert power is the ability to control another persons behavior by the virtue of possessing knowledge, experience, or , judgement