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