Dynamics of Power

There are several postulates described to provide an understanding of the dactylics of power in groups and organisations. 

(i) Who wants power ? 

The postulates relating to 'who wants power' are as follows : 

• Power is not equally distributed amongst members. As different members of a group or an organisation have varied types and levels of knowledge, education, experience, personality, physical traits and positional authority, they are likely to differ in terms of their power to influence other persons. 
• People differ in terms of values they place on the gain and exercise power. Research shows that amount of power exercised by an individual is the function of hither power motives. Higher the power motive in an individual, more likely will it be that he/she seeks jobs providing him-her opportunity to advise, evaluate and control the behavior of others. 
• Power holders resist attempts to change the distribution of power. Persons who strive for  power and $us, are able to get it, are unwilling to share it with other members of the group. They hold the view that possession of power enables them to gratify their needs by obtaining "thing" that satisfy them, therefore they put their best efforts to maintain the status . 
• Power losers intending to regain it initially, attempt to enhance their power individually, but if they fail then, they form a coalition. 

(ii) How power is acquired ? 

The power is acquired by enhancing others dependency on self and reducing uncertainty. 

• Thus, greater an individual's dependency on another person, the more powers the other person has over this individual. However, this dependency will have to be in terms of resources (material or non-material) for which the alternative supply is absent or limited. 
• An individual who cannot easily be replaced by others, has more power than those who can easily be replaced, e.g. the maintenance staff in an organisation, treed to control unrepeatable ability in case of machine breakdown hold greater power despite their low position in the organisation hierarchy. 

(iii) Why is power sought ? 

Power is sought to accomplish others compliance with one's own wish. The postulates in this respect include the following : 

• Reward and coercive powers are considered weak reasons for compliance. On the other hand, expert and charismatic power that arise from within the individuals have a stronger potential for compliance. 
• Coercion minimises attraction for the power centre and enhances resistance. People dislike working under fear of punishment, resist coercive efforts and hate the person exercising coercive power. 
• Although people don't like coercion, it doesn't  imply that coercion is ineffective. Greater the strength of potential punishment, more the compliance. 
• When lack of motivation, rather than lack of ability, is associated with resistance to influence, there is utmost reliance on coercion. Research shows that more workers are dismissed for poor attitude and lack of discipline rather than lack of ability. 
• An individual's expertness in one task enhance his ability to exercise influential on the other task. 
• Exercise of expert power outside the perceived limits lowers its strength.