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Human Dynamics at Work

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• Management of authority

• Clarification of roles

• Autonomy and interdependence

     Management of Authority

Authority refers to the legitimate power that individuals have in their organizations.  Every employee has some level of authority in different contexts, however, not everyone is aware of its presence and hence, do not take advantage of this power, which constitutes a given right to do within the organization.   Authority is the capacity to obtain what is needed and give what is possible in the context.  It is given and assumed in any organization to which we belong; even it is small or simple.  We experience the dynamics of power and authority in any group, in the family, and in social or labor institutions.

Many companies have problems with authority.  Authority could be exercised abusively, generates conflict, decrease commitment and satisfaction, or cause loss of alignment with business direction.  It may be the case that authority is not accompanied with other power bases, such as expert power or referent power, which provide increased legitimacy.  Perhaps authority is not exercised, creating lack of direction and anarchy symptoms. In any case, organizations increase their productivity when their managers understand the scope of their authority and utilize it appropriately, and when they recognize and take advantage of the authority given to other members in their organizations.

This topic is better understood through a workshop that includes:

• Understanding of the concepts of authority and power within organizational contexts

• Identification of power bases utilized by each manager

• Creation of an action plan for the better execution of authority

• Follow up for each participant

     Clarification of Roles

People exercise different roles in organizations resulting from the power quotas that have been given and assumed.  Many of these roles relate to formal needs within the organizational structure, such as job functions and assigned responsibilities.  These roles are assigned in a determined time and space based on the company needs.  There are, in addition, a series of informal roles that emerge within organizations and that are equally important.  These roles have as much weight in reaching organizational goals as the formal roles.   All roles become ways in which people consciously or unconsciously exercise power within their organizations.

The versatility and awareness in the role play generates a transformational and performance force in organizations.  It is important to create awareness and clarity about roles.  When people are aware of their roles, they can transform them, empower them, of exercise them in the best possible way.  In addition, it becomes possible to avoid confusion and competition conflicts that undermine organizational productivity.

For the exercise of role clarification, the following instruments are used:

• Generation of awareness processes (through a workshop or individualized coaching)

• Exploration of organizational dynamics in relation to roles assumed by members

• Negotiation of roles

• Identification of transformation processes to increase organizational health and productivity

     Autonomy and Interdependence

Autonomy refers to the dynamic exercise of recognizing, on the one hand, the power and authority to attain work objectives, and on the other hand, the responsibility and accountability to attain them.  Recognizing one’s power is a transforming human process.  It allows the change in paradigms about the roles exercised.  It also implies to take responsibility and develop creativity for the objective and task that one is committed to.

 Interdependence is the connection among people in an organization when individuals are able to recognize and experience the exercise of their own authority and others’ authority.  Interdependence leads to establishing tasks and activities towards a common purpose utilizing different power sources, resources and competences.  It works well when differentiation parameters between external and internal systems, such as roles, space and time are considered.

At the organizational level, it is very important to consider these processes.  It enables the recognition of how resources are been utilized, how the creative energy of participants is being taken advantage of, and how the team synergy is achieving transformational and profitable processes.  It also enables the empowerment of individuals for the attainment of business objectives, improvement of interactions, and further collective productivity.

To improve autonomy and interdependence, we utilize these resources:

• Identification of awareness processes (through a workshop or individualized coaching) )

• Analysis of organizational dynamics related to autonomy of its members and interdependence among them

• Creation of transformational processes to make healthier and more productive organizations