MHR 405 Chapter 10: MHR405 Chapter 10 Notes

• School: Ryerson University
• Department: Human Resources
• Course: MHR 405
• Professor: Robin Church

Document Summary

Power is the capacity of a person, team or organization to influence others. Dependence in the power relationship: the line from person b to the goal shows that he/she believes person a controls a resource that can help or hinder person a in achieving that goal. Countervailing power is the capacity of a person/team/organization to keep a more powerful person or group in the exchange relationship. The dependence model reveals only the core features of power dynamics between people and work units in organizations: most know the specific sources of power and contingencies that allow that power to be applied effectively as influence. Sources and contingencies of power: illustrates, power is derived from five sources: legitimate, reward, coercive, expert, and referent. The model also identifies four contingencies of power: the employee"s or department"s substitutability, centrality, discretion, and visibility. It has restriction; it only gives the power holder the right to ask for a range of behaviours from others.