Chapter 6: Critical Approaches

As I focused my research paper and assignments on the leadership, I paid close attention to the topic of power in the organisational setting.

In lecture, Ms Catherine explained that power is a significant feature in organisational life and its concept is associated with ‘related constructs of control and domination’. Conrad and Ryan (1985) outlined three approaches of power:

• Traditional Approach: a comparatively ‘stable entity that individuals or groups posses’ and equated with the management over ‘resources or with hierarchical status’ in organisations
• Symbological/interpretive: communicative interactions and organisational relationships results in power
• Radical-critical: looks at how ‘economic, social and communicative relationship’ can create and maintain power relationships within the establishment.

Tutorial Group mates discussing the topic before presenting to the class

In tutorial, my group mates and I were assigned to discuss the significant sources of power in an organisation Miller (2008,p.103) namely:

1. Formal authority (rational or legal power)
2. Control of scarce resources
3. Use of organisational structure, rules and regulations
4. Control of decision processes
5. Control knowledge and information
6. Control of boundaries
7. Control of technology
8. Control of counter-organisations
9. Control of scarce resources
10. Management of meaning and symbolism
11. Gender and management of gender relationships
12. Ability to cope with uncertainty
13. Interpersonal alliances, networks & control of informal
14. Existing personal power (leaders’ charisma)

References:

Miller, K 2008, Organizational Communication: approaches and processes, 5th edn, Wadsworth Cengage Learning, Boston, MA