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BLOCK 8
POWER AND POLITICS
INDIVIDUAL VERSUS
ORGANIZATIONAL POWER
• LEGITIMATE POWER
• COERCIVE POWER
• EXPERT POWER
• REFERENT POWER
• POWER
• AUTHORITY
• POWER SOURCES FOR TOP MANAGEMENT
- VERTICAL POWER• Formal position• Resources• Decision control• Network centrality
• POWER SOURCES FOR MIDDLE MANAGERS
• POWER SOURCES FOR LOWER-LEVEL PARTICIPANTS
POWER VERSUS AUTHORITY
THE TREND TOWARD EMPOWERMENT
• REASONS FOR EMPOWERMENT
• ELEMENTS OF EMPOWERMENT
• EMPOWERMENT APPLICATIONS
• THE EMPOWERMENT PROCESS
- Diagnose
- Engage in empowerment practices
- Provide feedback
HORIZONTAL POWER
• STRATEGIC CONTINGENCIES
• POWER SOURCES
- Dependency
- Financial resources
- Centrality
- Nonsubstitutability
- Coping with uncertainty
POLITICAL PROCESSES IN ORGANIZATIONS
• DEFINITION
- Power
- Politics
• RATIONAL CHOICE VERSUS POLITICAL BEHAVIOR
- The rational model
- The political model
- The mixed model
USING POWER AND POLITICAL INFLUENCE
• STRUCTURAL CHANGE
• INTERDEPARTMENTAL CO-ORDINATION
• MANAGEMENT SUCCESSION
• RESOURCE ALLOCATION
PROCESS FRAMEWORK
• ANTECEDENT CONDITIONS
• MANAGEMENT APPROACH
• OUTCOMES
USING POWER AND POLITICALINFLUENCE
• TACTICS FOR INCREASING THE POWER BASE
• POLITICAL TACTICS FOR USING POWER
BLOCK 9
CONFLICT AND COLLABORATION
WHAT IS INTERGROUP CONFLICT?
• HORIZONTAL CONFLICT
• VERTICAL CONFLICT
THE NATURE OF INTERGROUP CONFLICT?
• TYPES OF CHANGES• MODEL OF INTERGROUP CONFLICT
- Contextual and organizational factors
- Intergroup relationship attributes
- Triggers
- Intergroup conflict
- Consequences
- Management of group interface
- Response of higher executives
INTERDEPARTMENTAL CONFLICT
• CONTEXTUAL AND
ORGANIZATIONAL
FACTORS
- Environment
- Size
- Technology
- Goals
- Structure
• ATTRIBUTES OF INTERDEPARTMENTAL
RELATIONSHIPS
- Operative goal incompatibility
- Differentiation
- Task interdependence
- competition for scarce resources
- Power distribution
- Uncertainty and ambiguity
- Incentive and reward systems
THE CO-OPERATIVE MODEL OF ORGANIZATION
• BENEFITS FROM
CO-OPERATION
- Productive task focus
- Employee cohesion and
satisfaction
- Goal attainment
- Innovation and adaptation
• LOSSES FROM CONFLICT
- Diversion of energy
- Altered judgement
- Loser effects
- Poor co-ordination
TECHNIQUES FOR MANAGINGCONFLICT AMONG GROUPS
• TECHNIQUES TARGETED
AT BEHAVIORS OF
ORGANIZATIONAL
MEMBERS
- Formal authority
- Limited communication
- Integration devices
Confrontation and
negotiation
• TECHNIQUES TARGETED AT
ATTITUDES OF ORGANIZATIONAL
MEMBERS
- third-party consultants
- Member rotation
- Shared mission and superordinate
goals intergroup training
VERTICAL CONFLICT
• SOURCES OF WORKER-MANAGEMENT CONFLICT
- Psychological distance
- Power and status differences
- Ideology and value differences
- Scarce resources
RESOLUTION OF WORKER-MANAGEMENT CONFLICT
• COLLECTIVE BARGAINING
• CO-OPERATIVE APPROACHES
- Gain sharing
- Labor management teams
- Employment security
BLOCK 10
THE FUTURE OF ORGANISATIONS
1. INTER-ORGANISATIONAL RELATIONS
ORGANIZATIONAL ECOSYSTEMS
• IS COMPETITION DEAD?
• THE CHANGING ROLE OF MANAGEMENT
• INTERORGANIZATIONAL FRAMEWORK
RESOURCE DEPENDENCE
• RESOURCE STRATEGIES
• POWER STRATEGIES
COLLABORATIVE NETWORKS
• INTERNATIONAL ORIGINS
• FROM ADVERSARIES TO PARTNERS
POPULATION ECOLOGY
• ORGANIZATIONAL FORM AND NICHE
• PROCESS OF CHANGE
• STRATEGIES FOR SURVIVAL
INSTITUTIONALISM
• INSTITUTIONAL PERSPECTIVE
• INSTITUTIONAL ENVIRONMENT
• LEGITIMACY
• ISOMORPHISM
ISOMORPHISM
• INSTITUTIONAL ISOMORPHISM
• MIMETIC ISOMORPHISM
• COERCIVE ISOMORPHISM
BLOCK 10
THE FUTURE OF ORGANISATIONS
2. TOWARD THE LEARNING ORGANIZATION
ORGANIZATIONAL DESIGNCONFIGURATION
• STRATEGY FORMULATION AND IMPLEMENTATION- Formulation- Implementation
• ORGANIZATIONAL FORM AND DESIGN
ORGANIZATIONAL CONFIGURATIONS
• ENTREPRENEURIAL STRUCTURE
• MACHINE BUREAUCRACY
• PROFESSIONAL BUREAUCRACY
• DIVISIONAL FORM
• ADHOCRACY
THE EFFECTIVE ORGANIZATION
• DIRECTION
• EFFICIENCY
• PROFICIENCY
• INNOVATION
• CONCENTRATION
• CO-OPERATION/CULTURE
• COMPETITION/POLITICS
THE LEARNING ORGANIZATION
• LEARNING CAPABILITY
• MINDFUL LEADERSHIP
• EMPOWERED EMPLOYEES
• EMERGENT STRATEGY
• STRONG CULTURE
• SHARED INFORMATION
• HORIZONTAL STRUCTURES
ORGANIZATIONAL TRANSFORMATION
AND LEADERSHIP
• CORPORATE TRANSFORMATION- Crisis phase- Reinvest organizational capability phase- Rebuilding phase
• TRANSFORMATIONAL LEADERSHIP- Create a new vision- Mobilize commitment- Institutionalize change
THE IMPACT OF TOP MANAGERTEAMS AND TURNOVER
• TOP MANAGEMENT TEAMS
• SUCCESSION AND ADAPTATION
• SUCCESSION AND PERFORMANCE
- Ritual scapegoating
- Turnover