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| Title | Labor Management in Agriculture: Cultivating Personnel Productivity - (2nd Ed, 2004) - Chapter 9 |
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| File Information | Supervisory power stems from both organizational authority and personal influence. Supervisory responsibilities must be matched with corresponding power, such as the right to hire or discipline personnel. In organizations with more than one level of management, supervisors may find themselves in the powerful position of acting as interpreters, filtering information and passing on the essentials. Supervisors need to be sensitized to the importance of not distorting information. Unchecked organizational authority can lead to abuse of power. Stanley Milgram’s study shows normal people may be coerced into doing something they will later regret. It is not necessary to have a threat expressed to feel coerced. The line between cooperation and coercion may be a thin one. Doing what is right takes increased inner strength. Employees may obey today, but resent tomorrow. Organizations, supervisors and individuals can take steps to avoid abuse of power. Abuse of power is not always something that can be recognized immediately as some ghastly act. There are many shades of abuse. Farm workers suggest that lack of respect on the part of a supervisor is a form of abuse of authority. This abuse may be manifested through impatience, lack of kindness, raised voices, or a number of other ways. Furthermore, while large differences in status between supervisor and employee may cause workers to accept discipline today, they are likely to resent the supervisor later. In the next chapter, we will look at empowering employees by involving them in decision making. |
| Author |
Billikopf, Gregorio
Area Farm Advisor emeritus
Labor management in agriculture: employee productivity (employee selection and testing, piece-rate pay design, incentive pay, internal wage structure and quality control); interpersonal mediation (co-worker mediation, supervisor-subordinate mediation, communication, interpersonal negotiation skills, effective listening); and supervisor training (employee discipline, praise, performance appraisal). |
| Publication Date | Jan 2, 2004 |
| Date Added | May 1, 2009 |
| Description | In organizations with more than one level of management, supervisors may find themselves in the powerful position of acting as interpreters, and filtering information. |
| NALT Keywords |
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Visit the Agricultural Labor Management website
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