It is difficult to know when electricity will be consumed. Those who use power generally do not want others to know. In fact, power is most effective when it is not visible. An individual cannot always and in any place have power. He may be forced to relinquish his power, or he may be removed from it. He opposes the attempt to weaken his power and, if he fails, he will try to form a coalition. 1. Extraordinary works: things to do in a non-routine or extraordinary nader to carry to power. For example, negotiating a new treaty, developing a new product or formulating a new program.

An example of legitimate power is the CEO of a company. Office: Office furniture is a message about the power you have. The size of the management table conveys the power of the crèche. Personal power depends on the characteristics of the manager as an individual and not on the organizational position he or she occupies. Of course, personal power can be enhanced by improving individual characteristics. But, as the image shows, for the man, the agent must have an expert or a legitimate power (credibility) and be relevant. Power is a perception in the sense that some people may have objective power, but still have difficulty influencing others. People who use power and act forcefully and proactively tend to be perceived as powerful by others. – Understand and use all kinds of power and influence. The reference benefit is based on identification with a person with desirable personal resources or properties. Pepper, for example, simply says that power comes when you are in the “right” place.

It describes the right place or position in the organization as being the one that the manager has: Power is the ability to influence someone According to French and Raven, power must be distinguished from influence in the following way: Power is the state that applies in a given relationship, A-B, so that a given attempt to influence A on B A is more likely to change to B. Designed in this way. , power is fundamentally relative – it depends on the specific understandings that A and B apply to their relationship, and it is interesting to note that it requires B`s recognition of an A-quality that would motivate B to change in the way A intends to do so. A must rely on the “base” or combination of power bases adapted to the relationship to achieve the desired result. Recording on an incorrect performance basis can have unintended effects, including a reduction in A`s own performance. The power relationship can be better understood by examining some of the characteristics of the objective. The following characteristics have been identified as particularly important for target influence. To significantly increase their power, individuals must perform unusual or non-routine activities, which generally include an element of risk. An example of impersonal coercion refers to a person`s belief that the influencer has the real power to physically threaten to fine or fire an employee. [4] – Use force attenuated by self-limitation and maturity.