SEVEN POWER BASES AND HOW TO EFFECTIVELY USE THEM

POWER. The most important and unyielding condition of management isn't
human relations, communication skills or employee empowerment, but
power. POWER. Defined as the ability to influence and produce a
desired effect on other individuals without having one's own behavior
modified in any undesired way by other individuals. On one hand, some
people view power as being limited in amount, kind of like a pie, with
constant conflict about who gets the largest slice. On the other hand,
people view it as open-ended, having no limits, except those imposed
by the situation. The latter may be the more reasonable way of viewing
power. Unfortunately, power can lead to exhibitionism. A supervisor,
for instance, can use power just to show that power exists by perhaps
unfairly punishing an employee. This is an abuse of power and can
easily be counterproductive in the workplace. Nonetheless front-line
supervisors must have power and use it properly in order to maintain
organizational policies, procedures and regulations. Without power,
there can be no authority and without authority there can be no
discipline. Finally without power, we would find it hard augmenting
productivity. Clearly, supervisors must recognize that power can get
things done. Unique and different kinds of power that should be
exercised at various times in the workplace. Let's look at seven of
them and how they are used:

(1) COERCIVE POWER: This stems from the subordinates' perception that
the supervisor clearly has the ability to enforce policies and
procedures. This power is derived from the principle that there will
be consequences. if unacceptable subordinate behavior continues.

HOW IS IT USED: Let's say that a subordinate is beginning to abuse the
organization's attendance policy. Perhaps in the past few weeks, he's
been absent, late and left early several different times. Prior to
this, he'd been a solid employee. Certainly the supervisor must take
appropriate action or this abuse will spread until other subordinates
begin taking advantage, too. The initial action by the supervisor
might be to discuss the situation with a supportive human resource
associate and together create an action plan. Next, a private meeting
takes place between the employee and the supervisor discussing the
facts surrounding the attendance abuse. At the conclusion of the
meeting, the consequences would be mentioned should the behavior not
change. Coercive power is being employed here. Your message is simply
for the person to change and conform to the organization's attendance
policy or suffer further disciplinary action. Finally, coercive power
is never to be undermined. This undermining happens when supervisors
attempt to ignore undesirable behavior in employees, not
follow-through with warnings or simply play favorites.

(2) Affiliation Power: Employees perceive front-line supervisors to
have the right affiliations or connections with influential
individuals to get things done more effectively within the
organization.

How is it use, D: A department supervisor, remember, has limited
power, but if he or she knows how to work through upper management to
get things then their perceived affiliation with that group generates
added influence in the eyes of subordinates and peers. This power base
is sometimes used when employees request special consideration or
request (for instance, leave of absence, extended vacation time)
beyond the organization's written rules and regulations. If the
employee is deserving of it, the supervisor should use their influence
to have the special situation granted. This might, for example,
necessitate the supervisor writing a note to the personnel department
supporting this employee's request. Lastly, supervisors who
effectively use the affiliation power base surely create an atmosphere
towards motivating an employee to want to produce to their highest
level.

(3) Legitimate Power: Employees perceive that supervisors have the
right to make decisions based solely on their title and status. HOW IS
IT USED: A manufacturing supervisor, for instance, instructs an
employee to discontinue working on a product and then to scrap it from
the order because it is irreparable. The reason, he states, is that it
would cost more to try to repair it than it's worth. This certainly is
the supervisor's right to make that decision because it's his
responsibility to see that good money isn't just being thrown away.
Oftentimes, however, rank will not influence certain
"I-am-not-convinced you're-right" employees. These employees
continually challenge the supervisor's judgment on every issue and, at
times, cause unnecessary department interruptions. When this occurs,
supervisors are strongly advised to use coercive power to direct the
individual to simply follow instructions and continue. working or
suffer the consequences. Unfortunate]y, sometimes disciplinary action
is the only way to correct the situation.

(4) Information Power: Employees have a perception that the supervisor
has access to or at least possesses useful information. Recall that
old adage: Information is power!

How is it used: The human resources department, issues an
organizational policy change to all management personnel that must get
communicated, if it's to work, to all staff and non-staff employees.
Successful supervisors are always among the first to pass along vital
information efficiently to their department members. Perhaps the
supervisor will conduct a brief meeting so everyone hears the message
together reducing any chance of misunderstandings. At other times, the
supervisor may place the communication on the department bulletin
board for everyone to read. Whatever the means of getting information
quickly to their subordinates, these supervisors are indeed showing
that they care about getting company information to their employees as
quickly as possible. Over the long run, these employees .will, in
fact, reciprocate by working harder for their supervisors. It's
because of the way the information power base is used that the
supervisor projects a very positive image. The other supervisors, who
ignore this vital power base, are viewed, unfortunately, in a more
negative light by subordinates as well as their superiors.

(5) Expert Power: There is a popular perception among employees that
the supervisor should have an adroit understanding of all facets of
the operations within his or her area of responsibility. Subordinates,
who view their supervisor to be an expert, will be more apt to be
highly motivated and therefore be very productive.

How is it used: Expert power is especially important when training new
department members or retaining existing ones. If people think the
supervisor is "blowing smoke," credibility can be drastically
diminished and so would be the productivity of the person being
trained. This is why supervisors, who don't know the answer, should
say so ("I'm sorry, I'm not familiar with that") and then go get the
answer as soon as possible. Essentially, expert power can either help
or hinder a supervisor's credibility with department members. People
often challenge authority where credibility is lacking. Subsequently,
being believed can be very advantageous to a supervisor's
effectiveness, being disbelieved can be fatal.

(6) Referent Power: This comes from the employee's perception that the
supervisor possesses positive personality characteristics which
results in an effective supervisor-subordinate relationship. Smart
supervisors, who know how to use referent power, can create an
atmosphere to motivate workers to improve productivity.

How is it used: When the employee sees the supervisor as having
confidence, is easily approachable and is fair in all dealings with
people, then that employee will want to produce for their supervisor.
Ethical behavior, an offshoot of referent power, is another important
trait all supervisors must have in dealing with people in the
workplace. Why, for example, should a department member trust their
supervisor after hearing him tell an outright lie to someone else? If
he lies to that person, the member believes, why wouldn't he lie to
me. Why, too, should employees come to work on time every day when
they see their supervisor often late? Experts will agree that trust is
the cornerstone toward improving productivity in any employee,
Certainly if they don't trust you, they just won't produce up to
standard.

(7) Reward Power: This comes from the employee's perception that the
supervisor has the ability to provide certain rewards to those
deserving individuals.

How is it used: When a supervisor gives, for example, a bonus or a
promotion, this is considered reward power. Even simply publicly or
privately praising an employee for a job well done is considered
reward power and can be a mighty useful management tool. For instance,
someone who suggested a process improvement that eventually saved the
department money would be rewarded in some way. Reward power spurs
productivity gains, if used pragmatically. Undoubtedly, it's only
human nature to want to go that "extra mile" for someone who's
expressed outward approval of us for something special that we've
done.

Conclusion: It's important for supervisors to recognize that there are
different power bases available. Subconsciously we use most of them
without ever knowing or giving it another thought. As a matter of
fact, in the course of a business day, we can probably use three or
four bases in different situations and never be aware that we're doing
it. Now, we can be much more cognizant of them which will only make us
more effective front-line supervisors of the people we manage. In
turn, by using power bases properly we can expect improved quality of
work and improved productivity because the power we have will be
better utilized now. Finally, power is perceived, we have power only
when we make others really believe we have power.

PHOTO (BLACK & WHITE): Gary Bielous

~~~~~~~~

By Gary Bielous

Gary Bielous has been awarded with the title certified manager from
the Institute of Certified Professional Managers.
_________________

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Source: Supervision, Oct95, Vol. 56 Issue 10, p14, 3p, 2bw.
Item Number: 9510113365

Title: Seven power bases and how to effectively use them.
Source: Supervision, Oct95, Vol. 56 Issue 10, p14, 3p, 2bw
Author(s): Bielous, Gary
Subject(s): MANAGEMENT
POWER (Social sciences)
Abstract: Discusses the different kinds of power that should be
exercised in the workplace. Coercive power; Affiliation power;
Legitimate power; Information power; Expert power; Referent power;
Reward power.
Full Text Word Count: 1578
AN: 9510113365 ISSN: 00395854
Database: Business Source Premier