International Journal of Sport Finance

Running head: POWER IN ORGANIZATIONS
Power in Organizations
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POWER IN ORGANIZATIONS1
Introduction
When a person acquires power he gets the ability to make things happen as per his/her
wish by letting another person do work for them. Power is a very important asset in an
organization where the managers or team leaders give tasks to every employee and enable them
to those tasks. It is the duty of the managers, team leaders or other senior authorities to guide the
fresh joiners and other employers in a specific direction to achieve organizational success. A
power in organization enables the employers to move towards a specific direction to fulfill
organizational goals.
There are various kinds of power in an organization. Though the major source of power is
the authentic power, which refers to the power allocated based on the type of job. A task is
allocated to the employers based on the seniority and knowledge of the employers in the
organization. It is assumed that the senior employers have great power like managing the
organization or allocating the tasks to others and are presumed to have power over junior
employers. Moreover, different sources of power are pertinent in an organization. Professionals
in a certain field have ample amount of knowledge on that area giving them power over
employees lacking such knowledge.
This following article will conduct a literature review on collective bargaining and
describe how it works within an organization and also will discuss on the Magnet accreditation
in the healthcare facilities.

POWER IN ORGANIZATIONS2
Discussion
Collective bargaining
Developing countries are long established through labor collective bargaining agreements
in deciding wages and working conditions. While there is plenty of data for the influence of trade
union negotiations on employment, there are little cross-country examples of workforce
efficiency impacts. Different empirical studies show that societies benefit from increased
efficiency by company-negotiated job regulations. Nevertheless, collective agreements and
economic conditions differ widely between developing countries, which limit support for one
generalization.
Collective bargaining trade agreements among workers and employers specify the pay,
working hours, labour standards and other labour practices. The level of agreement and the
reporting amount are the two key aspects of collective bargaining (Lamarche, 2015). Whereas
collective negotiations in development countries are not so multi-faceted as in developed
countries, the levels of collective bargaining and its coverage are still fundamentally different
among developing nations, with trends also vastly differing. Trade negotiations can be
undertaken at regional or multi-sector level, at business or market level with contractual contract
terms agreed at lower levels and at client or corporation level (Lamarche, 2015).
A proper measurement of the link between collectivity and productivity work practice in
a nation which has high collective trade coverage rates and in which the negotiating system has
improved needs a study of practices and effects (Lamarche, 2015).