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Related Experiment Videos

Power failure in management circuits.

R M Kanter

    Harvard Business Review
    |June 11, 1979
    PubMed
    Summary
    This summary is machine-generated.

    Organizational power stems from positions, not just people. Productive power requires open access to resources, while oppressive power results from blocked access, creating dangerous powerlessness in key roles.

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    Area of Science:

    • Organizational Behavior
    • Management Science

    Background:

    • Traditional views of power often attribute it to individual charisma or personality.
    • Organizational power dynamics are complex and influenced by structural factors beyond individual attributes.

    Purpose of the Study:

    • To distinguish between productive and oppressive power within organizations.
    • To identify positions that are classically powerless and analyze the reasons for their powerlessness.
    • To highlight the organizational dangers of powerlessness and propose solutions.

    Main Methods:

    • Conceptual analysis of power dynamics in organizational structures.
    • Distinction between productive power (open channels to supplies, support, information) and oppressive power (closed channels).
    • Identification and analysis of three typically powerless positions: first-line supervisors, staff professionals, and chief executive officers.

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    Main Results:

    • Power in organizations is primarily a function of positional influence and access to resources, rather than solely individual charisma.
    • Productive power is linked to open communication and resource channels, whereas oppressive power arises from their obstruction.
    • First-line supervisors, staff professionals, and chief executive officers can experience powerlessness due to difficulties in maintaining open lines of information and support.

    Conclusions:

    • Powerlessness in key organizational positions poses significant risks to organizational health and effectiveness.
    • Managers must proactively restructure organizations to eliminate 'pockets of powerlessness'.
    • Redesigning organizational structures to ensure open channels is crucial for fostering productive power and mitigating risks.