Posted: August 27th, 2021
Status Characteristic Is a Barrier for Power, Influence, and Diversity in Organizations
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Status Characteristic Is a Barrier for Power, Influence, and Diversity in Organizations
I concur with my classmate’s sentiments that military symbol of status would affect one’s individual value or credit in an organization. As much as it is important to cordon individuals with rank, duty position, and accouterments, these military symbols sustain a negative bearing on one’s personal value (Murray, 2019). For example, a military cordoned in uniform rank might not take directions from his or her perceived superiors who are not formally in higher status ranks. Although my classmate feels leadership should inspire influence in organizations, it does not always work because diversity in military organizations is dictated by the ability of a person to rise above his or her personal accreditations and further exercise power through the symbol of status (Murray, 2019). Consequently, I feel the need to institutionalize military organizations to limit the uniform status from superseding one’s individual value.
In contrast, I agree that
gender is a diffuse characteristic in power and influence because it illustrates
one’s expected performance in respect to situations. Particularly, studies
recurrently demonstrate that gender acts as a status characteristic when women
in organizations are expected to perform lesser tasks and duties in comparison
with their male counterparts (Lucas &
Baxter, 2012). Likewise, my classmate’s comment that women would receive
lower assessments for their work performances than men do in spite of the
involved objective merit of such measures is relatively correct. Most
individuals in charge of work evaluation in organizations regard female
leadership occupants as illegitimate. Indeed, this attitude might be associated
with misogynist and chauvinistic perception of the society. Therefore, such
non-conscious biases seemingly deter many women from exercising their power,
influence, and diversity in organizations (Lucas
& Baxter, 2012). Thus, these biases would limit advancement in many
organizations today.
References
Lucas, W. W., & Baxter, R. A. (2012). Power, influence, and diversity in organizations. ANNALS of the American Academy of Political and Social Science, 639(1), 49-70. https://doi.org/10.1177/0002716211420231
Murray, M. (2019). The struggle for recognition in international relations: Status, revisionism, and rising powers. Oxford University Press.
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