A Study on the Relationship Between Academic Ostracism and Organizational Power Sources in Higher Education

The aim of this study is to examine the predictive level of organizational power resources in higher education institutions in academicians’ perceptions of academic ostracism. In the study designed with a correlational design, data was obtained from 725 academicians using the “Workplace Ostracism Scale” (Ferris, Brown, Berry, & Lian, 2008) and the “Organizational Power Scale” (Altınkurt & Yılmaz, 2013). The obtained data were analysed by correlation and regression analysis. In the study, it was found that the academicians were exposed to legal force the most, and to the coercive force the least; It was found that they experienced a low level of academic ostracism. Again, multiple regression results showed that organizational power sources significantly predicted the academicians’ perceptions of ostracism. Among the power sources, “coercive power” explains 16% of the variance of academic ostracism perceptions. Based on the findings, it can be said that especially coercive power is the main source of academic ostracism.

The Sources of Organizational Power Prevailing among Academic Leaders at University of Tabuk and its Relationship to Institutional Creativity from the Viewpoint of Faculty Members

This study aims to examine the sources of organizational power prevailing among the academic leaders at the University of Tabuk from the faculty members’ viewpoint. The purposes behind such an aim are: to reveal the level of administrative and technical institutional creativity, the nature of the relationship between the reality of organizational power and the level of institutional creativity, and to disclose statistically the significant differences between the averages of faculty members’ responses attributed to the demographic variables (gender, years of experience, academic degree). The study used the descriptive approach, both survey and correlational. A questionnaire was used to collect data from a simple random sample of (354) faculty members.Results have revealed that the sample agreement came at a high degree on both the reality of organizational power in its dimensions as well as on the level of institutional creativity of academic leaders. A very strong statistically significant direct correlation has been found between the reality of the morganizational power and the level of institutional creativity. Moreover, the statistically gender-based significant differences detected among the mermbers’ response averages about the sources of compulsion power and experience power were in favour of males and females, respectively. Speaking of the academic degree variable in the source of experience power, it was in favor of assistant professor category.

Analyze the Predicament

Analyzing the ethical predicament begins with identifying the primary client. This chapter differentiates the primary client from other participants, such as supplicants, targets, beneficiaries, and consultees. This chapter also identifies important nonclient stakeholders, including school administrators, teachers, other mental health professionals, other students, and community members. It provides eight types of organizational power that stakeholders can wield, including legitimate, reward, coercive, expert, referent, information, affiliation, and group power. It recommends determining the ethical values in conflict and the competing ethical principles involved. It recommends that mental health professionals provide an ethical orientation at the outset of the relationship and understand the differences between informed consent, informed assent, passive consent, and informed dissent.

Organizational power embodied in hand and finger touchlines

PurposeThe purpose of this paper is to develop a nuanced interpretative frame that can help global managers with recommendations to avoid misapplied power with group and organizational situations.Design/methodology/approachEmbodied metaphor is applied in analysis of the theory-praxis nexus to reconceive the bases, processes and resources associated with group and organizational power. Identified are patterns of relations in organizational bases and circuits of power, as expressed through literal and symbolic aspects of human hands and fingers. The paper does not revolve around gesticulations; instead focusing upon a novel, meta-cultural development of touchlines of the human hand, revealing conceptual relationships with the implementation of influence.FindingsA differentiated understanding of the touchline powers of technology, information, self-awareness, relation to others and access to money can respectively improve decisions and actions. Insights are provided in the areas of controlling people to achieve objectives, demeaning others, managing change and resistance for personal gain, negotiating contracts, advancing personal interests and coordinating reward or punishment.Research limitations/implicationsChoosing one metaphor may contribute to the exclusion of other perspectives, however, the embodied nature of the hand and touchlines tends to cross cultures and may assist further research to address the embedded nature of abuses of organizational power.Originality/valueThe contribution is in the theory-praxis nexus to assist global managers in addressing the risk of potential misuse of power and influence in organizations and to respond to calls for ancient indigenous epistemological systems to assume a role in contemporary management studies.

Organizational power predicts decision making quality

The aim of this study was to analyze the link between power and the quality of decision. Participants were 50 employees from an organizational company, consisting of two groups (High-Power, N=24; Low-Power, N=26) based on the organization's hierarchical power position. To evaluate the quality of the decisions, all participants performed tasks involving choice among several alternatives in two separate moments of the same day: in the morning (at the beginning of the workday) and late afternoon (at the end of the workday). Additional subjective measures (fatigue, alertness, effort) and skin conductance were obtained. Results indicated that having high power in the organization was related to making better decisions, over and above the subjective levels of fatigue, alertness, effort, and physiological arousal. No effects of time-of-day were found on the decision making. Consistent with experimental research, having power facilitated decision-making performance in an organizational context.