SOURAV BASAK ; LEARNING PLUS

Concept of Power in Organizational

Behaviour
Power is an essential concept in organisational behaviour, as it shapes the dynamics of
decision-making, resource allocation, and interpersonal relationships within
organisations. The concept of power goes beyond mere authority or influence; it
encompasses the ability of individuals or groups to achieve desired outcomes despite
resistance or opposition. This essay delves into the theoretical frameworks, sources,
types, and effects of power in organisations, providing insights into how power operates
and its implications for organisational behaviour.

Defining Power in Organisational Behaviour

In organisational behaviour, power is broadly defined as the capacity of an individual or

group to influence the actions, decisions, or beliefs of others. It is the mechanism
through which individuals can ensure compliance, align efforts with organisational goals,
and drive change. French and Raven (1959), two prominent social psychologists,
describe power as a function of the relationship between the influencer and the
influenced, highlighting its relational and situational nature.

Power differs from authority and influence. While authority is a formal, legitimate right to
make decisions granted by an organisation, power can exist independently of formal
authority. Similarly, influence is a more subtle process of shaping behaviours, often
achieved without coercion, whereas power may involve explicit control or enforcement
mechanisms.

Theoretical Frameworks of Power

Several theoretical frameworks provide a foundation for understanding power in

organisational contexts:

1. French and Raven’s Five Bases of Power

French and Raven identified five primary sources of power that operate in
organisations:
 Legitimate Power: Derives from a formal position or role within the
organisational hierarchy. For example, a manager has legitimate power over
their team due to their organisational role.
 Reward Power: Stems from the ability to provide rewards, such as salary
increments, promotions, or recognition.
 Coercive Power: Relies on the ability to impose penalties or punishments,
such as demotions or reprimands.

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 Expert Power: Based on an individual’s knowledge, skills, or
expertise. It is particularly relevant in organisations that value technical
competence.
 Referent Power: Arises from personal characteristics that inspire
admiration, respect, or loyalty. Leaders with high charisma often wield
referent power.
2. Resource Dependency Theory
This theory posits that power emerges from control over resources critical to an
organisation’s functioning. For instance, departments or individuals managing
scarce or vital resources often hold significant power.
3. Strategic Contingency Theory
This approach suggests that power is situational and depends on an individual’s or
unit’s ability to address critical organisational problems or uncertainties.
4. Michel Foucault’s Perspective on Power
Foucault emphasises that power is omnipresent and embedded in organisational
norms, practices, and structures. Unlike traditional views, Foucault’s perspective
highlights the subtle and pervasive nature of power.
Sources of Power in Organisations

In addition to the five bases identified by French and Raven, power in organisations can
stem from various other sources:

 Control over Information: Access to information gives individuals power by

enabling them to shape decisions and perceptions.
 Network Power: Relationships and connections within and outside the
organisation can enhance an individual’s ability to influence.
 Cultural Power: Individuals who align with or shape organisational culture may
hold significant sway.
 Positional Power: Occupying a central or strategic position within the
organisation often grants influence over processes and people.
Types of Power in Organisations

Power can be classified into two broad categories:

1. Formal Power
Derived from official roles or positions within an organisation, formal power
includes legitimate, reward, and coercive power.
2. Informal Power
Arises from personal attributes, expertise, or relationships rather than formal
authority. Expert and referent power fall under this category.
The Role of Power in Organisational Behaviour

Power plays a crucial role in shaping various aspects of organisational behaviour:

1. Decision-Making
Individuals or groups with greater power often dominate decision-making
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processes. This can be beneficial when they possess the necessary
expertise but may lead to groupthink or resistance if perceived as authoritarian.
2. Conflict Management
Power dynamics influence how conflicts are managed within organisations.
Balanced power distribution fosters constructive conflict resolution, whereas power
imbalances may escalate disputes.
3. Leadership
Effective leaders leverage different forms of power to inspire and guide their
teams. The judicious use of expert and referent power is often associated with
transformational leadership.
4. Motivation and Performance
Reward power can enhance motivation, but excessive reliance on coercive power
may lead to dissatisfaction and reduced performance.
5. Organisational Change
Driving change often requires overcoming resistance, necessitating the strategic
use of power to align stakeholders with new goals.
Positive and Negative Effects of Power

Power can have both constructive and detrimental effects on organisational behaviour:

1. Positive Effects
 Facilitates Goal Achievement: Power helps align efforts and resources
towards organisational objectives.
 Enhances Decision-Making: Leaders with expert power can make
informed decisions that benefit the organisation.
 Promotes Innovation: Empowered individuals or teams are more likely to
take initiative and innovate.
2. Negative Effects
 Abuse of Power: Excessive coercive or legitimate power can lead to
authoritarianism, alienating employees.
 Conflict: Unequal power distribution may result in interpersonal or
intergroup conflicts.
 Resistance to Change: Perceived misuse of power can trigger resistance
and undermine organisational change initiatives.
Balancing Power Dynamics

Managing power dynamics is critical for maintaining organisational harmony and

achieving long-term success. Some strategies include:

1. Empowerment
Distributing power across various levels of the organisation encourages
participation, accountability, and innovation. Empowerment can be achieved
through training, delegation, and inclusive decision-making.
2. Transparency
Ensuring transparent processes and decision-making reduces the likelihood of
power misuse and fosters trust.

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3. Checks and Balances
Establishing systems to monitor and regulate power use, such as performance
reviews or grievance mechanisms, prevents abuse.
4. Building Ethical Culture
Promoting ethical behaviour and values within the organisation curtails power-
related conflicts and ensures equitable treatment.
Conclusion

The concept of power is central to organisational behaviour, influencing leadership,

decision-making, motivation, and conflict resolution. While power can drive
organisational success, its misuse can lead to adverse outcomes. Understanding the
sources, types, and effects of power enables organisations to harness it effectively,
fostering a balanced and productive workplace. By promoting ethical practices,
transparency, and empowerment, organisations can ensure that power contributes
positively to their objectives and culture.

Concept of Conflict in Organisational Behaviour

Conflict is an inevitable aspect of organisational life. It arises when individuals or groups
perceive that their goals, interests, or values are incompatible, resulting in disagreement
or discord. Understanding conflict and its dynamics is crucial in organisational behaviour
because conflict can have both positive and negative effects on individual performance,
group cohesion, and organisational effectiveness. This essay explores the concept of
conflict in organisational behaviour, its sources, types, stages, effects, and management
strategies.

Definition of Conflict in Organisational Behaviour

Conflict in organisational behaviour refers to any situation where two or more parties
experience a perceived or actual divergence in goals, values, or interests, accompanied
by feelings of hostility, tension, or opposition. It is a dynamic process that may occur at
various levels within an organisation, including interpersonal, intragroup, or intergroup
levels.

Conflict is not inherently negative; it can lead to constructive outcomes when managed
effectively. The focus of conflict studies in organisational behaviour lies in understanding
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its causes and mitigating its adverse effects while leveraging its potential
benefits.

Theories of Conflict

Several theories have been developed to explain conflict in organisational contexts:

1. Traditional View of Conflict

The traditional perspective considers conflict as inherently harmful and
dysfunctional. It assumes that conflict disrupts organisational harmony, reduces
productivity, and should be eliminated. This view dominated early management
practices, which focused on suppressing conflict through strict control and
hierarchy.
2. Human Relations View of Conflict
This perspective recognises that conflict is a natural and inevitable part of
organisational life. It suggests that conflict, if managed well, can lead to positive
outcomes such as innovation, better decision-making, and improved group
dynamics.
3. Interactionist View of Conflict
The interactionist approach promotes conflict as a necessary and even desirable
component of organisational dynamics. It emphasises that a moderate level of
conflict can stimulate creativity, challenge the status quo, and drive organisational
progress.
4. Process Model of Conflict
The process model views conflict as a sequential phenomenon involving stages
such as latent conflict, perceived conflict, felt conflict, manifest conflict, and
conflict aftermath. Each stage represents a progression in the intensity and
visibility of the conflict.

Sources of Conflict in Organisations

Conflict arises from various sources that can be broadly categorised as structural or
personal:

1. Structural Sources

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 Goal Incompatibility: Conflicts occur when individuals or groups
have conflicting objectives or priorities.
 Resource Scarcity: Limited resources, such as budgets, manpower, or
equipment, often lead to competition and conflict.
 Interdependence: Departments or teams that rely on one another may
experience friction due to coordination challenges.
 Role Ambiguity: Unclear job responsibilities or overlapping roles can create
confusion and conflict.
 Organisational Structure: Hierarchical or centralised structures may lead
to power struggles or communication gaps.
2. Personal Sources
 Differences in Values and Beliefs: Divergent worldviews or ethical
stances can cause interpersonal conflicts.
 Personality Clashes: Conflicts arise when individuals with incompatible
personalities or working styles interact.
 Emotional Factors: Stress, frustration, or anger can exacerbate conflicts.
 Perception and Communication Issues: Misunderstandings, assumptions,
or lack of clarity in communication can lead to conflicts.

Types of Conflict

Conflicts in organisations can be categorised based on their scope, nature, or impact:

1. Based on Scope
 Interpersonal Conflict: Occurs between two or more individuals due to
personal differences or work-related issues.
 Intragroup Conflict: Happens within a team or department, often
stemming from role ambiguity or differing opinions.
 Intergroup Conflict: Arises between different teams, departments, or
organisational units due to resource allocation or competing goals.
2. Based on Nature
 Task Conflict: Related to disagreements about the content, direction, or
goals of a specific task or project.
 Process Conflict: Involves disputes over how tasks or responsibilities should
be accomplished.
 Relationship Conflict: Rooted in personal differences, emotional tensions,
or interpersonal incompatibility.
3. Based on Impact
 Constructive Conflict: Leads to positive outcomes such as improved
decision-making, creativity, and strengthened relationships.
 Destructive Conflict: Results in reduced productivity, morale, and
collaboration.
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Stages of Conflict

Conflict typically unfolds through a series of stages, as outlined in the process model of
conflict:

1. Latent Conflict
Potential conditions for conflict exist, but no overt confrontation has occurred. For
example, resource scarcity or unclear roles may create latent conflict.
2. Perceived Conflict
Parties become aware of the incompatibility in their goals or interests. At this
stage, misunderstandings may still be resolved through dialogue.
3. Felt Conflict
Emotional involvement intensifies as parties experience stress, frustration, or
hostility. This stage often marks the escalation of the conflict.
4. Manifest Conflict
The conflict becomes visible through actions such as arguments, competition, or
overt resistance.
5. Conflict Aftermath
The outcomes of the conflict, whether positive or negative, affect future
interactions and organisational dynamics.

Effects of Conflict in Organisations

Conflict can have both beneficial and detrimental effects depending on its nature and
management:

1. Positive Effects
 Stimulates Innovation: Constructive conflict encourages diverse
perspectives and creative problem-solving.
 Enhances Decision-Making: Task-related conflict can lead to thorough
discussions and better decisions.
 Strengthens Relationships: Resolving conflicts amicably can build trust
and improve team cohesion.
2. Negative Effects
 Reduces Productivity: Excessive or unresolved conflict distracts
employees and disrupts workflows.

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 Lowers Morale: Prolonged conflict fosters stress, dissatisfaction,
and disengagement.
 Damages Relationships: Interpersonal conflicts can erode trust and
collaboration.

Conflict Management Strategies

Effective conflict management is critical for maintaining organisational harmony and

achieving goals. Common strategies include:

1. Conflict Resolution Approaches

 Avoiding: Ignoring or withdrawing from the conflict to minimise immediate
confrontation.
 Accommodating: Prioritising the other party’s interests to preserve
relationships.
 Competing: Asserting one’s position to achieve personal or organisational
goals.
 Compromising: Finding a middle ground that partially satisfies both parties.
 Collaborating: Working together to develop mutually beneficial solutions.
2. Communication Strategies
 Encouraging open and transparent communication to address
misunderstandings.
 Using active listening techniques to validate differing perspectives.
 Establishing clear expectations and roles to reduce ambiguity.
3. Organisational Interventions
 Training and Development: Providing conflict management training to
employees and leaders.
 Mediation and Arbitration: Involving neutral third parties to facilitate
resolution.
 Structural Changes: Revising organisational processes, roles, or
hierarchies to address recurring sources of conflict.
4. Fostering a Positive Culture
 Promoting an organisational culture that values diversity, inclusion, and
constructive dissent.
 Encouraging collaboration and teamwork to reduce siloed thinking and
intergroup rivalry.

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Conclusion

Conflict is an integral aspect of organisational behaviour, reflecting the complexity and

diversity of modern workplaces. While it is often associated with discord and disruption,
conflict can also serve as a catalyst for innovation, growth, and improved decision-
making when managed effectively. By understanding the sources, types, and stages of
conflict, organisations can adopt proactive strategies to harness its potential benefits
while mitigating its negative consequences. Ultimately, the ability to manage conflict
constructively is essential for fostering a productive and harmonious organisational
environment.

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