Power can be found throughout history in all kinds of organisation. Initially in the ancient world, power within groups, i.e. in clans, was determined by factors closely related to physical strength. Obviously, in today’s societies, corporate structures are derived from other factors. Corporate hierarchies within organisations are establish based on various “unambiguous or explicit” and “unspoken or implicit” criteria such as past success, professional experience and education (unambiguous), or age and political behaviour (unspoken). A study done by McClelland et al. (in Weiss,p.102i) refers to
• Socialized power; used to benefit others and the organisation, and
• Personalised power; only used primarily for one’s own personal gain or benefit.
Without power, people cannot plan or achieve goals, and without varying degrees of power among individuals, it would be impossible to motivate or manage others, mobilise resources or protect individual rights (Weiss,2001,p.234). Empirical research on power also makes a gender distinction, pointing to the different career paths of men and women. Power is, by nature, a rare commodity and beyond the grasp of most women and men, but still it is almost exclusively in the hands of men (Morris, 1994ii).
Table of Contents
1 Abstract
2 Introduction
3 Literature Review – Theoretical background
3.1 What is Power?
3.1.1 Interpersonal Sources of Power
3.1.2 Effect on Managerial Power
4 Power by Gender
4.1 Masculinity vs. Femininity at Work
4.1.1 Encoding Of Messages
4.1.2 Gender Authority & Power
4.1.3 Gender-typed Behaviours
4.2 Nonverbal Power – Body Language at Work
4.2.1 Facial Play
4.2.2 Gestures
4.2.3 Paralinguistics
5 Discussion
5.1 Personal Learning
6 Conclusion
7 References
Research Objectives & Core Topics
This paper examines power control within corporate environments, with a specific analytical focus on how gender influences the pursuit of authority. By combining theoretical frameworks with personal reflections, the study aims to identify the key determinants of power acquisition and the gender-specific challenges professionals face in modern organisations.
- The theoretical conceptualisation of power in organisations.
- The impact of gender on authority, behaviour, and career paths.
- Nonverbal communication as a tool for power and its cultural variances.
- The relationship between gender, organisational culture, and power structures.
- Personal reflections on power dynamics in corporate settings.
Excerpt from the Book
4.2.1 Facial Play
Generally speaking, facial play includes all the expressions in and around a person’s face, including laughing or crying. In northern European countries, laughing is associated with expressing joy, while crying suggests pain or sadness. Despite the apparent unquestionable nature of such a connection, even these two “basic” processes sometimes strongly depend on the culture surround in which they are used. While laughing in Europe expresses joy or friendliness, it could express the feeling of being unsure of oneself, as it can do in Japan, for example. In negotiations between European and Japanese businesspeople, this might then lead to a major misunderstanding in some situations – if the European person became angry, her/his Japanese counterpart might not know how to respond and laugh, using a typical, culturally acquired reaction in the face of insecurity. This could, in turn, make the European party in the negotiations even angrier, as s/he thinks s/he is being laughed at. The other main reason for misunderstandings arising at business negotiations comes from the intensity and frequency of eye contact. In the West, generally speaking, eye contact is interpreted as polite, but one only needs to look at the advice repeated in almost every book on presentation techniques to see how highly it is rated as a measure of interest and sincerity during talks with business partners. Yet avoiding any eye contact is considered a sign of respect in many Asian cultures.
Summary of Chapters
1 Abstract: Provides a brief overview of the paper's focus on power control in corporate settings and the analytical approach to gendered power dynamics.
2 Introduction: Outlines the historical evolution of power and introduces key concepts like socialised versus personalised power.
3 Literature Review – Theoretical background: Explores the multifaceted definitions of organisational power and details interpersonal power sources.
4 Power by Gender: Investigates how gender impacts authority, communication codes, and workplace behaviours, including nonverbal cues.
5 Discussion: Synthesises the role of communication and language in power structures and provides personal learning insights.
6 Conclusion: Reflects on survival strategies in corporate life and the ongoing challenges of the gender-power balance.
7 References: Lists the academic sources and empirical studies cited throughout the paper.
Keywords
Power, Gender, Corporate Structure, Organisational Behaviour, Masculinity, Femininity, Nonverbal Communication, Body Language, Interpersonal Power, Management, Cultural Differences, Authority, Socialisation, Career Path, Communication.
Frequently Asked Questions
What is the core focus of this paper?
The paper focuses on assessing power control within a corporate context, specifically analysing how gender influences the pursuit and maintenance of authority.
What are the central themes explored?
Key themes include the theoretical definitions of power, gender-typed behaviours, the impact of culture on nonverbal communication, and the gender-power balance in organisations.
What is the primary research goal?
The goal is to provide an analytical and reflective examination of the determinants of power and authority, specifically looking at how different genders navigate these structures.
Which methodology is applied?
The paper utilises a literature review of existing empirical research on organisational behaviour and power dynamics, supplemented by a personal reflective analysis of corporate experiences.
What does the main body cover?
It covers the sources of interpersonal power, the differences between masculinity and femininity in the workplace, nonverbal communication cues like facial play and gestures, and the role of language in creating power.
What keywords characterise this study?
The study is characterised by terms such as power dynamics, gender-typed behaviour, organisational culture, and nonverbal communication.
How does cultural background affect power perception according to the text?
The text explains that nonverbal communication, such as eye contact or gestures, is highly culture-specific, which can lead to significant misunderstandings in international business negotiations.
What is the significance of the findings for women in the workplace?
The findings suggest that women face a "paradoxical situation" where success may be interpreted as a loss of femininity, highlighting the persistence of patriarchal structures in corporate environments.
- Arbeit zitieren
- MBA Andreas Keller (Autor:in), 2004, Corporate Pursuit of Power- A Gender Typed View, München, GRIN Verlag, https://www.grin.com/document/178453
