IntroductionTo explain the statement: "Power does not flow to unknown people in the organization", I will provide an overview of the model of power in organizations according to Mc Shane and Von Glinow, which includes a definition of the meaning of power, the different sources of power, and the contingencies that must exist before the sources of power translate into actual power. Finally, I will provide a conclusion and recommendation. The Sources and Contingencies of Power in Organizations McShane and Von Glinow define power as “the ability of a person, team, or organization to influence others” (300). Furthermore, they state that power comes from five main sources and four main contingencies, as the figure below illustrates. Figure 2: A model of power within organizations Source: McShane and Von Glinow 302McShane and von Glinow determine that the first three powers: legitimate, reward, and coercive power - are vested in people through the organization or collaborators, while two other powers – expert power and reference power – depend on the “own characteristics of the holders of power” (301). The first source of power that can be assigned to organizational members is Legitimate Power, which is defined as “an agreement among organizational members that people in certain roles can demand certain behaviors from others” (302). This source of power generally comes from different roles in the organization (hierarchy). For example, the manager may expect his employees to do what he requests. Another source of power that can be given to employees is Reward Power, which is defined as “a person's ability to control the allocation of rewards valued by others and to remove negative sections” (302). Reward power offers incentives and is the opposite of the third source of power, which is coercive power. Coercive power is the ultimate source of power assigned to people and involves “the ability to apply punishment” (303). The fourth source of power is Expert Power, which does not originate from the position but rather from within the person. Expert power is “the ability to influence others by possessing knowledge or skills that others value” (303). For example, an employee can develop specialized skills by gaining organizationally important knowledge that others would also like to have. The fifth source of power which does not depend on the role or position of the employee, but on the person's own characteristics, is Referent Power, which is defined as "the ability to influence others on the basis of identification and respect for power". holder” (303).