[Solution]answer these questions

When would you use power within an organization? Several considerations should likely guide your decision making. First, consider the type of outcome toward which your use of power would contribute. Is it ethical? Does it benefit the organization as a whole? Would it help produce an outcome that improves the efficiency or quality of services provided, or directly benefit the customer in some meaningful way? Can it be done in a manner that does not undermine other important organizational goals or objectives? The answers to these types of questions are critical for establishing the prerequisite rationale for using power, a rationale that, at some point, others in the organization or external stakeholders may need to hear. Once these questions have been answered, the second consideration is to assess the type of actions required for using power and how disruptive such actions might be for the rest of the organization. For example, using power in a strictly covert, highly political manner that masks its true nature as a control or influence mechanism may not be appropriate, regardless of the type of outcome such a use of power is aiming to achieve. In short, this step requires understanding the right ways to exercise one’s power. What should be the level of transparency in using power? Should everyone know that the use of power is guiding organizational action in the given situation? Are certain actions “out of bounds” with respect to how power will be used?

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