These are the questions which will be explored throughout the essay. Max Weber and Steven Lukes are the two major proponents in the study of the processes of legitimacy, authority and power. Max Weber’s work is central in understanding the complex
Smale and Tuson (1993) propose three models of assessment: • The questioning model: where the worker is seen as expert and follows a set format of questions • The procedural model: in which the worker gathers information in order to see if agency criteria are met • The exchange model: in which the service user is seen as expert in his or her own situation and the worker helps to provide resources and seeks to maximise potential. In conclusion, I realise that people change and as a social worker I need to be aware that new information may emerge that causes situations change, so I have to consider the impact it has on the assessment. Although the assessment is often viewed as a separate stage to the intervention, it is also a continuous
This essay will discuss Weber’s three ideal types of political authority in detail, relationships between these three types. Then it will give reasons why legal rational authority has become the dominant type in modern societies and identify some drawbacks of Weber’s political authority theory. Before discussing Weber’s three ideal types of political authority, it is important to find the reason why he generates these three types. As he argued that power is a too multidimensional form to define and therefore he specifically concentrates on domination and distinguishes two main types of it. One of them is the domination by the authority of office, which showed a strong need for obedience from power (Allen, 2004).
PERSUASIVE COMMUNICATION’S INFLUENCE Persuasive Communication’s Influence on Cognitively and Affectively Based Attitudes Caroline M. Smith University of Houston – Downtown 1 PERSUASIVE COMMUNICATION’S INFLUENCE 2 Abstract Attitudes are important as they guide one’s decisions and behaviors. When a person’s opinion about something is based primarily on the beliefs or facts they have, then it is called a cognitively based attitude. An affective based attitude is when one forms an opinion of something based on emotions and values, rather than objective beliefs. While attitudes can result from a number of things, persuasion is a primary source. The Elaboration Likelihood Model (ELM) is a well-established model in psychology that is concerned with attitude change in terms of the effects of persuasive communication and the strength of attitude that results from the process.
THE EFFECTS OF TRANSFORMATIONAL LEADERSHIP AND RESISTANCE ON ORGANISATIONAL CHANGE. ABSTRACT Resistance is a central element of organisational change. Resistance in any organisation is regarded as a significant element to all change management decisions. Organisational resistance through an effective organisational culture and leadership that’s transformational, can overcome preliminary obstacles by managing change initiatives. This study has found leadership, communication and participation as three essential elements to managing resistance to change programs.
In societies with low power distance, people try hard to equalise the distribution of power and claim justification for inequalities of power. So how does this manifest in a culture or country? In a high power distance cultures the following may be observed: . Those in authority openly demonstrate their position. .
The purpose of this paper is to investigate the correlation between the types of power and how employees comply in the workplace today. Relationship power appears in the following categories: legitimate, reward, expert, referent, and coercive. Legitimate power is one that is gained by the role the person is assigned at the time. Monarchs, police officers, CEO’s and other types of management have this legitimate power. This type of power could also be considered raw power.
Political Power My thesis is, governments, politicians, corporations, unions, advocacy groups, as well as citizens all yield forms of political power, such as hard, soft and derivative power, for many different objectives. To understand political power, you must first understand power, and politics. Power, as defined on page 3 of the text book, states that it is a way to control persons, or institutions behavior, by persuasion of coercion. Politics is a process in which a community selects a leader, empowers them, with decision making, action taking ability for common goals, and reconciles conflicts within the community. Through political participation, we empower leaders we hope will have policies for the general good, betterment of society, the public interest in mind.
Bases of Power According to Robbins & Judge (2007) power is defined as the “capacity that A has to influence the behavior of B so B can act with A’s wishes.” There are five bases of power that are divided into two groups according to Robbins & Judge (2007). Formal Power The first group in the power in the power bases is formal. Formal power is based on the position held in organization (Robbins & Judge (2007). Formal Power is divided into three power bases: coercive power, reward power and legitimate power (Robbins & Judge, 2007). Coercive Power Coercive power is based on the fear of consequences when the person does not follow instructions of their leader.
How can the role of leadership be best understood in organizational change The role of leadership can best be understood in organizational change as a multi-dimensional phenomenon. Depending on the conceptualisation of organizational change you adopt, the leader’s role could be perceived to be a variety of things, from that of an initiator/visionary, the influencer of culture, a trigger for follower organizational identification, someone who redefines resistance, or a sense maker who introduces new discourses. The most useful approach can be to consider an issue from a number of different theoretical points of view before determining the most effective intervention. Leadership has been conceived of in a multitude of different ways varying from Great man theory (Borgatta, Bales and Couch, 1954; Cawthon, 1996), trait theories (), and style theories (). More recent conceptualisations of leadership include contingency theory (), and transformational leadership ().