SOURCES AND CONTINGENCIES OF POWER 4
Sourcesand Contingencies of Power
In1994, the Major League Baseball Association went onstrike inSeptember, few months just before the start of the World Series.Surprisingly, their contracts had expired in May same year, but theyput off the strike to September. This is a time when the playerswould not only lose their salaries but also hurt the owners in agreat way. The reason is that, the owners generate substantialamounts of revenues during playoffs (Powers, 2002). As such, aSeptember strike was more effective than that which would have beendone in March.
Bystriking in September, the players used their source of power andcontingencies of club owners to push their demands (McShane& VonGlinow, 2013). A March strike would be more devastating to playersrather than to the owners, as players would lose money and hurt theirpositions in their teams (Pfeiffer&Selznick, 2003). The playerstook advantage of their source of power, and the contingenciesoverthe owners to push for their demands.Players used the expert`s powerthey knew that club owners needed experienced players for playoffs.Therefore, they would not get the required replacements in the timesince the playoffs were just a few months away. Additionally, theplayers used referent powers to ensure that all players would joinand remain on strike until club owners agreed to the terms given byplayers (Hughes, Ginnett& Curphy, 2012).
Playersalso used the power of non-substitutability to strengthen theircontrol and to make sure that club owners were hard pressed duringthe playoff season, and would not find alternatives to taking theirplace in time for the playoffs. By striking in March, the playerswould lose more money since club owners would get the opportunity tofind befitting replacements. Moreover, there was player’scentrality since club owners were dependent on players to make hugeprofits during playoffs, a factor that worked to the benefit of theplayers as the playoffs were fast approaching (McShane& VonGlinow, 2013).
Asshown, striking in September was more effective than a March strikeas the players had different sets of power to arm-twist the clubowners towards accepting player’s demands. In September, the clubowners had so much at stake thus hard-pressed to meet players’demands.
Hughes,R.L., Ginnett, R.C., Curphy, G.J. (2012). Leadership: Enhancingthe lessons of Experience. 7th Ed. McGraw-Hill Irwin. New York,NY.
McShane,S. L., & Von Glinow, M. A. (2013). Organizational behavior(6th ed.). New York, NY: McGraw-Hill/Irwin.
Pfeffer,J., & Salancik, G. R. (2003).Theexternal control of organizations: A resource dependence perspective.Stanford, Calif: Stanford Business Books.
Powers,A. T. (2002). Thebusiness of baseball.Jefferson, NC: McFarland & Co.