Power and Influence as Determinants of Re-Entry Behaviour

Abstract

Organisations are hierarchical in nature.  The higher you are in the hierarchy, the more powerful you will be to take decisions and influence the work of others.  For this reason, managers and those higher up have very important roles to play in the positive transfer of learning.  They take decisions on the training event, resources for use, the deployment of skills acquired from training, and the creation of an enabling environment for transfer of Learning. Successful managers were observed as having power and influence in the organisation, and that “he who has influence has power” and vice versa.  Interdependence, seen as major feature of modern organisations, requires that the manger should be able to relate successfully with the diverse professional groups and departments in the organisation.  Some relationships are that of dependence while others are independent in nature.  In spite of the nature of the relationship, managers must strive to work harmoniously with all components, towards the achievement of organisational goals. Several means of acquiring power and influence in the organisation were discussed, but that of Owen (2007) was recommended as being the more comprehensive of all.  Appropriately applied to learning transfer, it is hoped the organisational objectives will be easily achieved when training is conducted.

Keywords: Power, Influence, Re-Entry Behaviour