The purpose of this essay is to critical evaluate the extent to which intangible resources can be used to legitimise management

authority in organisation. The essay will discuss what intangible resources are and how it is used to legitimise management authority in organisations. Management have become very difficult in the organisation as the organisation tries its best to fit in the completive market and defend its position. Good appearance, reputation and work of the organisation depend on its management performing different functions. The main function of management is organising the process of work is to make sure, works correctly and using the resources of the organisation. The main responsibility of management in an organisation is a rational utilization of the companys assets and resources, tangible as well as intangible. Some people have the idea that intangible assets are not very important; this is a common mistake in managerial teams as they do not pay enough attention to the intangible resources. Thomas (2003:25) explained that companies have to genuinely consider a significance of identical or greater effect of such factors as consumer satisfaction, process effectiveness and improvement when coming to a realizing of performance realities. These factors will be additional to an organizations realizing of financial figures, helping to better understand the significance of otherwise potentially misleading or unfortunate numbers. Some organizations do not pay enough attention to intangible resource asset therefore the organization performance is wasted. This is a loss to the organization. The intangible resources are power, ideology, rationality and ethics which are used in an organisation.

Marx's a German Ideology, discussed ideology as people see history reflected through ideologies that distorts reality. These ideologies exists in many forms, but they all sustain the "false consciousness," he argues history is. Some of the factors that he attributes to this are the sexual, religious, educational, occupational, political economic and technological

aspects of our lives. Deetz (1992) suggests, the processes of ideology are subtle and complex and involve hidden-forgotten discourses (Thompson1984) and common-sense knowledge which claims to be natural and obvious (Weedon 1987). It is perhaps unwise to see every individual as unwitting victims of ideology and as Deetz (1992) has suggested, ideology alone is insufficient to explain domination in organizations.

Rationality Ethics

Power is defined by Deetz, (2000:125:26) quston of who gts thr wy, how oftn thy gt thr wy nd ovr wht ssus thy gt thr wy. Therefore power can only be workt through use of power resources. Power resources descibed by Jackson and Carter (2000:625) those things which bestow the means through which the behaviour of others may be influenced and modified. Scott (1997:121:36) points, that these resouces can be available through either personal possession or through an organisational position allowing access to them, and thus the way in which power can be utilzed can also be either personal or professional. The relationship between power and authority in an organisation, is important that power can be seen to to b xrcsd n wht r rgrdd s lgtmt wys, but th wys n whch ths lgtmcy cn b mxmzd s subjct of som dbt. As Mntzbrg, Ahlstrnd and Lmpl ( 1998:123:33) discussed, the relationship between the power and authority Whl powr cn b dfnd s th blty to nflunc th bhvor of othrs, uthorty cn b undrstood s th rght to do so. Weber (1978), a German sociologist and political economist, fmously outlnd thr knds of dmnstrton: customry uthorty, chrsmtc dmnstrton, nd rtonl-lgl uthorty. Trdtonl uthorty s bsd upon rspct for long stblshd customs nd trdtons, nd dos not pply, to nowsday orgnztons. Scondly, chrsmtc uthorty dpnds upon th powr of n ndvdul's chrctr nd hs or hr chrsmtc or ldrshp qults. Thrdly, lwful rsonbl dmnstrton oprts through prscrbd nd clrly dfnd ruls, nd hs s ts bss stm for rul of lw. Ths indicate tht thos who workout powr do so wthn structur of offc tht hs clearly strict ruls. In ch of ths stutons, Max Wbr plcs forwrd th vw tht dmnstrton s lgtmt, f t s rgrdd by thos subjct to t, s bng so. (Jckson and Crtr, (2000: 598:625)).

The relations between trust in the organisation,is to understand the relationship between beliefs and the creation of information able to undertake. Knowledge management practitioners have recongised the developement of trust in the organsational environment as being key to the success of development of a knowledge sharing culture. The word beliefs

is regarded as a essential condition in the organisation of the work practices and the effetive use of resources. As Scott (1997:121:36) argued that the cornerstome for any effective collaborative work practices is the development of high trust relationships between related parties and only in this way can the exchange of knowledge be really effective. This indicate creating trust in the organisational environment is a key aspect of effective knowledge management practice.

The purpose of this essay was to critically evaluate to the extent to which intangible resources can be used to legitimise management authority in organisations. Intangible resource power is used in the organisation as a resource either personal control or through an organisation position allowing access to them. Power needs to be controlled; power is trusted, creating trust in the organisation help to development trust by agreeing to established rules. If power was not used in an organisation then organisation will be loss and a waste of time to run the organisation. If there no power then there is no management and there is no organisation.