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HR837

Views of Power

Hudson and Lowe (Understanding https://www.51lunwen.org/business/the Policy Process, Policy Press, 2004) refer to different types of pluralism. Adapting this to the organisation their classification would be as follows: 

The Classical View:

Power is transparent and open. Power is diffused through society (or the organisation). Conflicts tend to be resolved peacefully. Those in positions of authority are neutral referees amongst competing groups.

The Institutional View:

Power is relatively open, but insider groups wield a disproportionate influence. Issues for discussion/decision can be screened to keep them off the agenda (‘non-decision making’). Those in charge referee differences, but tend to filter conflict before it occurs.

Elitism:

Power is concentrated amongst a few powerful individuals. Others (the public; employees) are onlookers. Decision-makers represent dominant (rather than common) interests.

Networks:

Power is exercised through networks: there is no central concentration of power, but instead there are many groups clustered around specific interests. These groups seek to wield power through their position in the network, and by building alliances. Some people are better represented than others.

Arising from these different views of power, consider:

• Which perspective(s) most accurately describe your experience of organisational working

• Which perspective(s) are likely to provide the most effective way of exercising power (in the private company, and in the public sector organisation)

•

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  Consider the specific mechanisms by which power is exercised once we go beyond the more overt hierarchical methods (for instance: performance management, target setting, management structures, resourcing, methods of communication within the organisation)