Question

Case Study 8-2 Scott's Dilemma Scott is a licensed a rehabilitation facility at this facility for four and the interactions be from helping his patien Last year the health syste in and other reassigned west facilities. Almost right. He was experien formance evaluation expectations. Despite Scot d physical therapist who works for a national rehabilitation company. The lity in which Scott works is located in an urban Southwest city. He has worked four years and, up until recently. was satisfied with his working environment he shared with his coworkers. In addition, Scott received personal fulfillment patients recover from their disabilities and seeing the return to productive lives health system went through reorganization, with some new people being brought assigned. Scott's new boss, George, was transferred from one of the system's Mid- Almost immediately upon taking his new position, George began finding faalt with ans patient interactions, and so on. Scott began feeling as if he couldn't do anything experiencing feelings of anxiety, stress, and self-blame. Although his previous per luations had been above average, Scott was shocked by his first performance review George's authority- it was an extremely low rating en trying to work harder, thinking that by working harder he could exceed George's an Despite Scott's long hours and addressing George's critiques, George continued to it with Scott's work. Staff meetings began to be a great source of discomfort and stress George would belittle Scott and single him out in front of his colleagues because George began to feel alienated from his family, friends, and colleagues at work. His eating and ning habits were adversely affected as well. Scott's activities held no joy for him any more, the career that he had once loved and been respected in became a source of pain and stress He began to call in sick more often and started visualizing himself confronting and even hurting George, which created even more guilt and anxiety for Scott. As time went on, George encouraged Scott's coworkers to leave Scott alone to do his work. The perception of the coworkers became more sympathetic to George's point of view. Scott's coworkers mused that perhaps Scott really was a poor worker and that George knew better because of his position as the supervisor of the rehabilitation department. Eventually, Scott's coworkers began to distance themselves from him, in order to protect their own interests. They began to see Scott as an outsider, with whom it was unsafe to associate. In an effort to resolve the situation, Scott spoke to George directly, stating his feelings and expressing an interest in how they might improve the situation. Rather than making the situation better, what George perceived as Scott's insubordination served to enrage George, and the personal attacks against Scott intensified. Feeling frustrated and helpless, Scott then decided to take his prob- em to the Human Resources Department (HRD). A human resources manager listened to So paints and succested that Scott return with documented evidence of what Scott perceived to George's mistreatment. In an effort to help ease the situation, the HRD manager discussed the with George, which only stirred the flames of George's anger and his negative behavior towards As a last resort. Scott decided to go to George's boss, Rebecca. Rebecca met with George to side of the story. George portrayed Scott as an unproductive employee with no respect for ority. The result was a strong letter of reprimand in Scott's file for insubordination Describe French and Raven's five sources of power. What power(s) do the individuals in Scott's a to go to Scott as aand in some powers dilemma hold? Reproduced from "Ca Presented at the 12th Ann ciples, Fl. Lauderdale, FL ed from "Case Discussion: Workplace Bully" by J. Pinto, M. Vecchione, & L. Howard, October 2004 at the 12th Annual International Conference of the Association on Employment Practices and Prin

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Answer 1

Power :Power is a attributes of a successful organization. It is the capacity of a person, team or organization to influence others, the potential to influence others and it require one person's perception of dependence on another person.

Formal sources of power :In this based on position in hierarchical structure of an organization. It include legitimate and legal power. All employees have power under organizational rule and regulations.

Informal source is acquired by social interaction.

Reward power is a type of power involves positive sanction. Here manager provide the reward to subordinate interms of monetary or psychologically. Rewards are praise recognition, sending memorandum of thanks, verbal approval etc.

Coercive power involve negative sanctions. It is result from fear. Subordinate failure achieve according to the level of superior lead to punishment such as threat of dismissal, suspension, demotion. However it lead resistance among employees.

Expert power is acquired by knowledge, experience and skill. It is personal power. If the subordinate understand that his superior is competent and knowledgeable naturally they will obey and respect.

Referrent power is based on traits, personality and subordinate identification. It is the ability to influence others based on identification and respect they have for the staff. People with referant power imitated by others. Those person have charisma.

The power such as coercive and reward power causes dilemma.