Expert and Reward Power Dynamics: A Case Study of Acorn Industry

This report examines the concepts of expert and reward power within the context of the Acorn Industry. The analysis begins with an overview of expert power, emphasizing its importance in the industry's expansion and reorganization efforts, particularly in marketing. The report then delves into the application of reward power, contrasting its negative and positive implementations within the company. The initial approach, characterized by the former general manager, is critiqued for its lack of focus on group performance. In contrast, the subsequent leadership of Ken Hawks, who utilized both legitimate and expert powers, is highlighted as a positive shift, emphasizing his project management expertise and influence in transforming corporate philosophy and implementing structural changes. The report references key literature in project management and leadership, including works by Kerzner, Shenoy, and Burke & Barron, to support its analysis.

Running head: EXPERT AND REWARD POWER
EXPERT AND REWARD POWER
Name of the Student
Name of the University
Author Note

1EXPERT AND REWARD POWER
The expert power is centrally concerned in the of Acorn industry. Acorn, in the late
1996, initiated their plan with a focus of major expansion and reorganization involving
various sectors. The expertise in the marketing domain were heavily relied upon in order to
fulfil their objective that includes growth and expansion (Kerzner, 2013). The program
manager thereby was the sole figure who managed the functioning of program management
for all divisions. The power of expertise is crucial within the commercial arena. The Acorn
industry being recognized for dealing the commercial contracts independently, highlights the
importance of role of the program managers who assess the managerial philosophy within
each division. Through the assessment of expert power, the company believes to function the
entire team with intensive acquisition program that would solidify the growth and
development of the company in future (Kerzner, 2013). With the help of superior technical
product and potential marketing department, the acquisition of the company with the idea of
expert power would help them grow and diversify into different fields
Reward power is recognized as the ability to facilitate someone with rewards in order
to influence towards better performance. such power functions as driving force in motivating
and developing efficiency in the performance of an individual. Based on the five types of
power discussed by Shenoy (2016) and the scenario of the Acorn Industries, the reward
power is observed. As per Shenoy’s observation, Power can be utilized in both ways, that is,
adversely as well as positively. Following it, the concept provides a negative connotation
when practiced by the general manager in charge before 1997. The general manager
encouraged the rewarding scheme in the organization that includes the year-end-bonuses,
performance measurements to achieve targets, which further resulted in the autonomy of all
the divisions, without paying attention to the group performance and growth of the
organization. This stature resulted in weak or non-existent communications among

2EXPERT AND REWARD POWER
departments. It is to mention that the situation could be recognized as effective if analysed
independently, without considering the other interrelations required to deliver successful
project, for example alignment with the organisational strategic goals. On the other hand, it is
observed that when the new general manager, Ken Hawks, started functioning, legitimate and
expert powers, the schemes were being positively applied to the organization. Following to
such initiatives, Hawks presented a solid and extensive background in project management.
Hawks effectively involves in the transformation of corporate philosophy. With the
utilization of the legitimate power, he was recognized as responsible for making essential
decisions and structural changes, as creating the Project Management Office. In association
with the fact. the lack of project management experienced individuals was observed, which
emphasized Hawks’ expert power, pointing out the respect and compliance from the
members of other team.

3EXPERT AND REWARD POWER
References:
PMI. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
(6th ed.). Newtown Square, Pennsylvania: Project Management Institute.
Shenoy, S. (2016). 5 types of power you can use as a project manager. Retrieved from
http://www.pmexamsmartnotes.com/5-types-of-power-to-a-project-manager/
Kerzner, H. (2013). Project management: Case studies (Fourth ed.) [Fourth edition.].
Hoboken, New Jersey: John Wiley & Sons. (2013). Retrieved March 13, 2020, from
https://ebookcentral-proquest-com.ezproxy.laureate.net.au/lib/think/detail.action?
docID=1108715
Burke, R. & Barron, S. (2014). Project Management Leadership: building creative teams.
(2nd ed.). West Sussex, United Kingdom: John Wiley & Sons.