Dependent Relationship and Informal Power

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Table of Contents

Introduction
The Essence of Work Relationship
The Strength of Informal Power
Conclusion
References

Introduction

The financial success and social influence of organizations are due to complex horizontal and vertical structure of work processes. I viewed the article that explains these structural principles through the relationships of participants in terms of formal and informal power. Gained knowledge gave me an understanding of what forms dependent work relationships and how informal attitude helps achieve respect among high ranks in the organization.

The Essence of Work Relationship

The interdependent position of employees is a natural feature of any structure. According to Mechanic (1962), “one makes others dependent upon him by controlling access to information, persons, and instrumentalities…” (p. 352). Information refers not only to specific work skills and rules but also to formal and informal data. Instrumentalities and persons imply the availability of the necessary materials and quick and direct contact with the needed cooperator. It is essential to acknowledge these components to avoid work conflicts and maintain the principles of equality in which I believe.

The Strength of Informal Power

Among the lower members of the organization, informal power is the primary approach to completing objectives. The article I have studied changed my perspective on how employees can influence high ranks, thereby increasing their working status. Researchers note that “in many cases, informal leaders are quite powerful because they draw from referent or expert power” (Learning, 2018). Personal friendships and knowledge of informal needs can efficiently solve the task set by the management. An informal approach makes employees a valuable resource for higher ranks, and therefore they depend on them, which help workers to move up the career ladder.

Conclusion

Awareness of the three principles of working relationships and informal power is useful not only for lower participants but also for management. The viewed article will help in building a team where the principles of equality and mutual respect will come first. For me, it gave a new look at how the working process and policies are developing between two radically different parties of the organization’s participants.

References

Learning, G. (2018). Informal leadership in organizations [Video file]. Web.

Mechanic, D. (1962). Sources of power of lower participants in complex organizations. Administrative Science Quarterly, 7(3), 349-364.

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Dependent Relationship and Informal Power

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