MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian

Apr 03, 2026 09:37 · 6:08 · English · Whisper Turbo · 2 Звуци

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0:06

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Welcome to the session on Power Dynamics. In this session, we will understand about Power Dynamics definition. Power Dynamics can be complex. To give a broad definition, it refers to the balance of power between two or more people when they engage with each other. Depending on cultural and other relevant context, this can look very different.

0:26

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

In a workplace setting, for example, there will be a certain power dynamic between managers and their teams. Hierarchy establishes levels of seniority in the workplace. In interpersonal relationships, however, the balance of power can be less obvious and perhaps more tricky to navigate.

0:47

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Distribution. There is no racial in the distribution of power among organizational members. Some may yield more power than others. Often the power wielded by one member may be disproportionate to the organizational position. Those in power try to grab more of it. They strongly resist any attempt to weaken the power they wield.

1:10

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

An individual cannot have power at all places and at all times. He may be forced to forego his power or he may be stripped of it. He resist attempts to weaken his power. In the reason of failure, he will try to form a coalition. There is strength in numbers.

1:32

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Dependency. Power largely depends on dependency relationship. The greater X depends on Y, the greater the power of Y on X. The greater the dependency of an organization on a limited number of individuals, the greater the power these individuals enjoy.

1:49

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

A person who cannot be easily displaced enjoys more power than others whose services can be easily replaced.

1:59

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Uncertainty. Organizations seek to avoid uncertainty as far as possible. People who can absorb uncertainty wield more power. Uncertainty depends on the nature of the organization.

2:11

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

In a marketing firm, for instance, sales executives confront uncertainty and naturally wield more power.

2:19

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Compliance. Of all the types of power, people generally comply with legitimate power. People perceive reward and coercive powers as weak for complying with managers'

2:29

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

request request. The things that impact power. The things that impact power dynamics are illustrated in this diagram.

2:41

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Education, access to knowledge, trauma histories, position of authority, dominant ideologies or systems, money, achievement style, privilege or marginalization, boundaries, resources, communication style, determinants of power.

3:06

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

One method of assessing power focuses on the potential to exert influence and consists of measuring how many determinants of power are available to each member.

3:17

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

There are five bases of personal power.

3:19

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

One of the bases of power is expertise.

3:22

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Individuals who possess better knowledge and expertise can exert higher influence in situations where their knowledge is important.

3:31

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Consequences of power. Since power is used to influence decision, those with the greatest power should be the ones who obtain the most favorable outcomes.

3:40

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

The relationship between power and consequences needs to be interpreted carefully.

3:45

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

It is also important to distinguish between the ability to influence a situation and the ability to force at what would have occurred at any event.

3:56

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Symbols. The power of different individuals can be assessed by examining how many symbols of power they possess.

4:04

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Symbols include such things as titles, office size and location, special parking privileges, special eating facilities, automobile, airplane and office furnishings.

4:16

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

The location of offices on different floors often reflect the relative power of the office holders.

4:23

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Reputation. One way of assessing power in an organization is to ask its members to possess greater power or exert the greatest influence.

4:32

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

However, potential activities of the most powerful and influential individuals may be understated or overlooked both by themselves and others.

4:43

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Reputation. Another way of assessing power is to determine which individuals and groups are the most heavily represented on committees and other significant administrative positions.

4:57

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Break for questions.

5:00

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Question number one. Most studies confirm that the concept of DASH is central to understanding sexual harassment.

5:08

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

A. Attitude. B. Power. C. Qualities. D. Locus of control. So, power.

5:17

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

So, most studies confirm that the concept of power is central to understanding sexual harassment.

5:24

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Because people wield more power, try to exploit their followers, the subordinates.

5:33

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

What is the key to power?

5:36

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

A. Importance. B. Non-substitutability. C. Scarcity. D. All of the power.

5:45

S… Speaker 2 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

All of the power.

5:47

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

So, the key to power includes importance, non-substitutability and scarcity.

5:54

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

These are the important characteristics of power.

5:57

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

In this session, we have understood about the power dynamics.

6:01

S… Speaker 1 (MBA_OB_unit 4_week 12_seq 4_power Dynamics _Pandian)

Happy learning. Thank you.

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