Expertise as a Source of Power
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There are a number of ways to establish bases of organizational power, but one of the most effective of these is through the personal characteristic known as ôexpertiseö (Conrad & Poole, 258). Expertise is special knowledge or skill that not everyone has, making the person who possesses it an ôexpert.ö In terms of gaining power in an organization, expertise is beneficial because it is inherently exclusionaryùthat is, only the expert has this knowledge known as expertise. As Conrad and Poole point out, employees who feel that their job may be threatened can in a sense manufacture expertise by setting up filing systems or modifying equipment in such a way that no one but them would understand how to use them (258). This is not expertise in the sense of having learned more than anyone else about a process or machine, or having gained a higher level of understanding of its workings; it is expertise in the sense of having modified it so that no one else knows the secret of making it work. This is ôcheating,ö if you willùa blatant attempt to gain job security by structuring the job so that it becomes proprietary to
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Conrad Poole, Delphi GM, Source Power, Edition Roberson, Retrieved November, Alderson Bowser, conrad poole, Health Services, Press November, MS Chapter, Global Economy, power organization, et al, november 29, expertise sense, source power, 258 expertise,
Approximate Word count = 775
Approximate Pages = 3 (250 words per page)
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