The manager must understand the power base and communicate accordingly.

From this example, it is clearly possible that a person will benefit from not performing in the desired manner. Managers must remain alert to the existing possibilities.

The six questions we have just examined should help managers to use the model when diagnosing a performance problem. If managers ask each of these questions, they can be assure that they Dave taken a systematic approach to understanding the total situation.

So far this discussion has been from the perspective of a manager trying to increase the motivational level and productivity of subordinates. However, a manager also needs to be concerned with motivating employees in the organization other than those who have a direct reporting relationship to the manager. An alternative may be to say that a manager is concerned with influencing others to act in a particular way. To influence others, the manager must understand the power base and communicate accordingly.

Power and Influence

Power can be defined as the capacity to apply "any force that results in behaviour that would not have occucred if the force had not been present." This force can originate from the individual, the organization, or the specific situation. Not all managers are able to use their power or force to influence. In fact, some managers shy away from' the concept of power because it seems to be "undemocratic". Of course, some basis of power is usually implemented, but often it is done incorrectly since some managers do not even know they are using it.

The fIrst step in using power comctly to influence . others is to recognize the different types of power that. a manager may possess. The satne manager may have access to several types of power resources or may depend on a single resource to accomplish many power relationships. French and Raven suggest the fIve sources detailed in the paragraphs that follow. This discussion can serve as a comprehensive reference.