of organizational conflict. Nevertheless, the typical train of thought is that the use of power is necessary for the attainment of organiza tional goals, and the presence of some degree of conflict is necessary in order for power to be employed effectively.
Power in organizations is then, according to this theory, used to overcome conflict, and cause other individuals to act in a constructive manner to bring about a desirable outcome (Hardy, 1985).
The above concept of organizational power is often refer red to as overt power. The existence has been suggested of a second form of organizational power, which is referred to as unobtrusive power. The application of unobtrusive power within organizations may prevent the development of organizational conflict, and may be used to attain organizational objectives as effectively as they may be attained through application of overt power.
It is conceivable, therefore, that managers who perceiv
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