Power: It refers to the ability that causes or prevents an action while making things happen. In other words, it is discretion to act or not to act over an issue accompanied with duties. It is the potential ability of an individual of influencing the behaviour of others, especially the subordinates for changing the course of events that can overcome resistance and make the people do what they would have not done otherwise.
Control: It is a function of management hat aims at achieving the desired goals within a specified period of time. It is mainly composed of three functions i.e. setting the standards, measuring the actual performances with the desired performances and taking corrective actions if needed. In other words it is the way in which individuals or groups performs their duties within an organization but the actions that they are required to perform are guided or constrained till the performance of certain actions while the other actions are avoided so that the desired organizational goals can be achieved (Selznick, 2011).
Here the topic of discussion is “Are traditional approaches to power and control of relevance to contemporary management”. The data collected for the discussion is from various sources such as book, articles and journals.
Managing power in organization
Management is nothing without its supporters and followers but still the traditional approaches are being favoured by few management authors and thinkers, such as Henry Mintzberg who had equated the role of managers with the management of the whole organization (Loosemore, 2003). This limits the span of management as he overlooked the ability of non-mangers of managing themselves and their resources.