French and Raven (1960), two researchers, listed over 40 years ago five sources of power within organisations. First three are based on powerholder’s position in the company, the last two from powerholder’s own characteristics:
• Legitimate power – an agreement within company members that people holding particular positions can request certain behaviour form others. Eg. Some employees might have power to request customer files, when it is required.
• Reward power – person holding this power has ability to control the allocation of rewards. Eg. Managers hold formal power to distribute promotion, pay, time off or holiday for employees.
• Coercive power – ability to apply punishment. Eg. Managers can give reprimand ar fire employees.
• Expert power – ability of individual to influence the others by possessing certain knowledge and skills. Eg. Civilians working for Canada’s Department of National Defence have big power, for they are able to operate the bureaucracy.
• Referent power – it occurs when others identify with the individual, like him or her or respect. Eg. Famous nationalists or patriots have referent power.
Organisations can use five different strategies to overcome the conflict. It is important to conduct a disciplinary policy and procedures that everyone respects but at the same time all employees should have right to complain. By assuring appropriate communication and consultation and employees involvement in decision making process the company can avoid unnecessary conflicts. It is also significant that employer sets clear targets and expectations for employees and secure them with proper human resource management policies, ensuring equality in all areas.
Conflicts are common issue when group work happens. First group work for People & Organisation displayed as a “good” base to start conflict between group members. The main problem was work division, for everyone wanted to choose particular part of work for himself and that was not necessarily the hardest one. By Mullins (2007) the source of the disagreement as a role conflict. Therefore, the group needed to solve the problem in the most appropriate way – dividing the amount of work equally and matching it to skills of individuals.
The conflicts surround us through whole our life. We witness them at every step, in every area of life. Recent tragedy for Poland – unexpected plane crush with the President was source of conflict in Poland. All presidents are to be buried in Warsaw and that is how it was in the past. But this time exception had place. Government and the President’s family decided to bury him in Cracow, in Wawel Castle. That is the place where all the mightiest Polish kings rest. Decision to bury the President there provoked manifestations of citizens among whole country. People went on strike for several days in a row before funeral. The reason for that was that none of the presidents was buried there and that is how it should stay. But decision were made already and nothing has been done to amend it. All in all, the president laid in Cracow. However, this conflict between citizens and government could be avoided. People should have been given right to choose where the President would be buried. It is people who create the nation, not government after all.
All in all, the conflict are not the worst thing. They help to understand each other and improve not only individuals, but also whole nations. Sometimes conflicts are good source of knowledge about ourselves and helps to develop appropriate skills to avoid unnecessary arguments.
REFERENCES
French, J. P. R. Jr., and Raven, B. (1960). The bases of social power. New York: Harper and Row.
Mullins, L. (2007). Management and Organisation Behaviour. 8th Edition. Harlow: FT Prentice Hall.
Taylor, S. E., Peplau, A. L., & Sears, D. O. (2006). Social Psychology. 12th ed. Englewood Cliffs, New Jersey: Prentice Hall.
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