Power is best understood regarding a basic production of the effects that are experienced causally. For instance, social power, especially in the organization, is often described as the use of causal powers intentionally about the conduct of other agents (Scott, 2014). Although this idea may be inherently probabilistic, social power often consists of the chances that may be presented at a particular agent with the ability to control the actions of others. In most cases, this ideology tends to rely upon the mainstream of power research. As such, the mainstream view of power is usually based upon the actual exercise which underlies within the control. This paper aims to examine how various organizations use power stratification to exercise choices both on an interpersonal setting and other sovereign organizations. As a result, this mainstream view of power often plays an important role in the decision-making process.
Organizations often tend to use power as a reliable source in various aspects of the decision-making process (Wrong, 2017). Despite its potential misuse and the raised concerns, managers have a responsibility to fully understand how power can be used effectively along with its dynamics. In turn, this process will ensure that credibility is encompassed as well as confidence. Furthermore, they should also be on the constant lookout for any recent developments which may be valuable to the organization. Formal and informal leaders often tend to differ in various ways. For instance, a formal leader will occupy a positional power on a minimal basis. On the other hand, an informal leader's power will be based on a personal level.
According to the journal of experimental psychology, various researches that were carried out have shown that leaders with low status who hold power positions within a particular organization tend to demean others (Martinez, 2018). In most cases, power is represented as a function of dependency. In the business environment, managers tend to use power to interact with their employees. As a result, the empowerment of employees has always been gradually received on a positive outcome. In turn, this kind of empowerment has facilitated the latter's capacity to make decisions which can be considered as effective. However, due to the recent cases that have risen regarding criticism, many have termed this concept as insincere. The reason for this is because of the lack of authority that is given to employees regarding deploying the decisions made.
Employees are only fully empowered when they are presented with the necessary information to participate in effective decision-making among other factors (Martinez, 2018). Nevertheless, cynicism nowadays has become a common inclination existing within many work environments. On the contrary, due to such developments, many managers have had increasing concerns over the empowerment of employees. This is brought as a result of current fears regarding the share or loss of power, thus causing them to be hesitant towards empowering their employees. For one to have profound knowledge regarding the degree of empowerment, various concerns must be raised. For example, the content of the job as well as the tasks and procedures involved for effective performance.
Regarding its domination, power is often articulated according to stability and endurance. Usually, this process ensures that the leader maintains the structure of control over subordinates (Wrong, 2017). In some instances, corrective influence is obtained to enhance the compulsion as well as inducement existing within an organization. Moreover, compulsion restricts not only action alternatives but also initiates repressive structures. On the other hand, persuasive influence may be generated as a result of the structures that exist within the domination. To illustrate, this type of influence is mostly based on legitimation and signification, in other words, on a command and expertise level.
Structures of Stratification: Class and Status
Power may only be considered as stratified when it's in alignment with the causal determinants of the chances that life offers. Furthermore, the hierarchical strata of agents must correspond to the varying chances that might be presented (Scott, 2014). According to Weber, "class situation" can often be presented as an important element which aims at predicting these life chances. For instance, the distribution of resources significantly relies upon the corrective influence to operate effectively regarding property and market relations. Various markets such as the property and financial market, the labor markets, and commodity markets among others often plan a central role in employment relations. They also tend to act as occupations for people to undergo specific technical training or conditions of work. Also, these characteristics of class situations can often be recognized as collections of power relations in which they equip one with profound knowledge regarding exercising the corrective influence, thus, shaping the person's life chances.
The structure of the organization may be based on a more general level regarding its power and communication lines. As a result, it attempts to identify the manner in which a particular role can be improvised. As such, an organizational structure is only considered to be effective if its powers and devolution of responsibilities correspond with the organizational goals and strategies. In most cases, leadership is referred to as a process whereby influence is created upon two distinct parties in which the leading party implements various objectives to enhance the performance of that particular organization. Also, power may also be categorized into four types of bases. These include coercive power, reward power, legitimate power, and expert power.
Martinez, M. (2018). Study: Power without status can lead to rudeness, even abuse - CNN. Retrieved from https://edition.cnn.com/2011/09/24/us/california-power-status-study/index.html
Scott, J. (2014). Stratification and power: Structures of class, status, and command. John Wiley & Sons.
Wrong, D. (2017). Power: Its forms, bases, and uses. Routledge.
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