An analysis of the field of spirituality, religion and health (s/rh) by david j. In social science and politics, power is the ability to influence or outright control the behavior of people. The term "authority" is often used for power perceived. This is a web series by a UK artist and secular humanist (QualiaSoup) discussing critical thinking, science, philosophy and the natural world. 9781891518249 1891518240 World Stock Exchange Fact Book, Meridian Securities Market 9780349119823 0349119821 The No.1 Ladies' Detective Agency, v. 2 - Tears of the. Architecture Modern architecture and the commonplace (Switzerland, Le Corbusier) ART HISTORY (0377); DESIGN AND DECORATIVE ARTS (0389); ARCHITECTURE (0729). Author(s): Roberto Díaz Ortega, Sunil Lalchand Khemchandani, Hugo García Vázquez.
Power (social and political) - Wikipedia. For public electric utilities, see Public utility. In social science and politics, power is the ability to influence or outright control the behavior of people. Power can be seen as evil or unjust, but the exercise of power is accepted as endemic to humans as social beings. In business, power is often expressed as being . With downward power, a company's superior influences subordinates.
When a company exerts upward power, it is the subordinates who influence the decisions of their leader or leaders. At one extreme, it closely resembles what an English- speaking person might term . The philosopher Michel Foucault saw power as a structural expression of . French and Bertram Raven, in a now- classic study (1. Conceived this way, power is fundamentally relative – it depends on the specific understandings A and B each apply to their relationship, and, interestingly, requires B's recognition of a quality in A which would motivate B to change in the way A intends. A must draw on the 'base' or combination of bases of power appropriate to the relationship, to effect the desired outcome.
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Drawing on the wrong power base can have unintended effects, including a reduction in A's own power. French and Raven argue that there are five significant categories of such qualities, while not excluding other minor categories. Further bases have since been adduced – in particular by Gareth Morgan in his 1.
Images of Organization. Legitimate power is formal authority delegated to the holder of the position. It is usually accompanied by various attributes of power such as a uniform, a title, or an imposing physical office. Referent power. It is based on the charisma and interpersonal skills of the power holder. A person may be admired because of specific personal trait, and this admiration creates the opportunity for interpersonal influence. Here the person under power desires to identify with these personal qualities, and gains satisfaction from being an accepted follower. Nationalism and patriotism count towards an intangible sort of referent power.
For example, soldiers fight in wars to defend the honor of the country. This is the second least obvious power, but the most effective.
Advertisers have long used the referent power of sports figures for products endorsements, for example. The charismatic appeal of the sports star supposedly leads to an acceptance of the endorsement, although the individual may have little real credibility outside the sports arena.
Referent power is unstable alone, and is not enough for a leader who wants longevity and respect. When combined with other sources of power, however, it can help a person achieve great success.
Expert power. Unlike the others, this type of power is usually highly specific and limited to the particular area in which the expert is trained and qualified. When they have knowledge and skills that enable them to understand a situation, suggest solutions, use solid judgment, and generally out perform others, then people tend to listen to them. When individuals demonstrate expertise, people tend to trust them and respect what they say. As subject matter experts, their ideas will have more value, and others will look to them for leadership in that area. Reward power. This power is obvious but also ineffective if abused. People who abuse reward power can become pushy or be reprimanded for being too forthcoming or 'moving things too quickly'. If others expect to be rewarded for doing what someone wants, there's a high probability that they'll do it.
The problem with this basis of power is that the rewarder may not have as much control over rewards as may be required. Supervisors rarely have complete control over salary increases, and managers often can't control promotions all by themselves.
And even a CEO needs permission from the board of directors for some actions. So when somebody uses up available rewards, or the rewards don't have enough perceived value to others, their power weakens. Even then, if rewards are given frequently, people can become satiated by the reward, such that it loses its effectiveness). Coercive power. It includes the ability to demote or to withhold other rewards. The desire for valued rewards or the fear of having them withheld that ensures the obedience of those under power. Coercive power tends to be the most obvious but least effective form of power as it builds resentment and resistance from the people who experience it.
Threats and punishment are common tools of coercion. Implying or threatening that someone will be fired, demoted, denied privileges, or given undesirable assignments – these are examples of using coercive power. Extensive use of coercive power is rarely appropriate in an organizational setting, and relying on these forms of power alone will result in a very cold, impoverished style of leadership. Principles in interpersonal relationships. People who use power cues and act powerfully and proactively tend to be perceived as powerful by others. Some people become influential even though they don't overtly use powerful behavior.
Power as a Relational Concept: Power exists in relationships. The issue here is often how much relative power a person has in comparison to one's partner. Partners in close and satisfying relationships often influence each other at different times in various arenas. Power as Resource Based: Power usually represents a struggle over resources. The more scarce and valued resources are, the more intense and protracted are power struggles. The scarcity hypothesis indicates that people have the most power when the resources they possess are hard to come by or are in high demand. However, scarce resource leads to power only if it's valued within a relationship.
The Principle of Least Interest and Dependence Power: The person with less to lose has greater power in the relationship. Dependence power indicates that those who are dependent on their relationship or partner are less powerful, especially if they know their partner is uncommitted and might leave them. According to interdependence theory, quality of alternatives refers to the types of relationships and opportunities people could have if they were not in their current relationship. The principle of least interest suggests that if a difference exists in the intensity of positive feelings between partners, the partner who feels the most positive is at a power disadvantage. There's an inverse relationship between interest in relationship and the degree of relational power. Power as Enabling or Disabling: Power can be enabling or disabling. Research has been shown that people are more likely to have an enduring influence on others when they engage in dominant behavior that reflects social skill rather than intimidation.
Personal power is protective against pressure and excessive influence by others and/or situational stress. People who communicate through self- confidence and expressive, composed behavior tend to be successful in achieving their goals and maintaining good relationships. Power can be disabling when it leads to destructive patterns of communication. This can lead to the chilling effect where the less powerful person often hesitates to communicate dissatisfaction, and the demand withdrawal pattern which is when one person makes demands and the other becomes defensive and withdraws(mawasha, 2.
Both effects have negative consequences for relational satisfaction. Power as a Prerogative: The prerogative principle states that the partner with more power can make and break the rules. Powerful people can violate norms, break relational rules, and manage interactions without as much penalty as powerless people. These actions may reinforce the powerful person's dependence power. In addition, the more powerful person has the prerogative to manage both verbal and nonverbal interactions. They can initiate conversations, change topics, interrupt others, initiate touch, and end discussions more easily than less powerful people.