1. What sources and contingencies of power existed among the executives and departments at Resonus? Answer: Different sources of power existed among the executives and departments at Resonus which are follows: . Legitimate Power: Bill Hunt, CEO of Resonus used his legitimate power to endorse last-minute revisions requested by the research group director "Doc\" Kalandry. Although, Bill asked other departmental heads to show their commitment but expected them to agree to his request even if the revisions were not always achievable. Bill favored the research group and the research group director I'Doc" Kalandry. This was mainly because of the reason that Hunt's first job at Resonus was in the research group and he felt obligation to help the research group in order to maintain the Norm of reciprocity. . Coercive Power: ESD employees at Resonus get most of the blame and little of the credit for their work which is an evidence of the coercive power exerted by the other departments. In many cases, specification errors from ESD group were found to happen as a result of the design changes made by the research group. But ESD group employees had to face routine complains which frustrates many of the ESD technicians. 0 Expert Power: Research group director Doc was a genius and had invented many successful products in the past. Doc's expert power was valued and respected even by the company CEO. Doc ignored the actual reporting structure and had an informal reporting relationship with the CEO. 0 Referent Power: Research group director Doc Kalandry influenced the CEO of Resonus with his charismatic personality and referent power. As a result of this, the CEO always supported the last-minute revision suggestions that came from the research group. Different contingencies of power existed among the executives and departments at Resonus which are mentioned below: . Substitutability: Doc Kalandry had much more power compared to the other directors at Resonus. CEO of Resonus unfairly favored Kalandry's group which strained and pressurized the other groups at Resonus. . Centrality: All departments at Resonus were dependent on CEO Hunt's decisions which on the other hand was actively influenced by Kala ndry's requirements and desires. . Discretion: Employees at Resonus, particularly those who belonged to the ESD group did not have any freedom to exercise judgment. Discretion at Resonus was primarily perceived by Doc Kalandry. o Visibility: All the departmental heads had visibility at Resonus. CEO Hunt met with the directors before passing any agreement, but expected the members to agree to his decisions
