5 SESSION 9 10 11

8/20/2019 5 SESSION 9 10 11

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CHP 9 -Power, Confict andCoalitions

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Assumptions o the Political Frame• Organizations as Coalitions

• Power and Decision-a!ing

• Authorities and Partisans

• "ources o Power

• Distri#ution o Power$ O%er#ounded and&nder#ounded "'stems

• Confict in Organizations

• oral azes$ (he Politics o )etting Ahead

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Assumptions o the Political Frame

•Organizations are coalitions

• *nduring di+erences among coalition mem#ers

• Allocation o scarce resources

• "carce resources and di+erences ma!e confict t

central d'namic which ma!es power the most imasset

• )oals and decisions arise rom #argaining, negoand oc!e'ing or position

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Organizations as Coalitions

•

Coalitions rather than p'ramids• Organizational goals are multiple and sometimes con

#ecause the' refect #argaining in%ol%ing multiple pladi%ergent interests

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Power and Decision-a!ing

•

)amson$ Authorities and partisans• Authorities ma!e #inding decisions

• Agents o social control

• "ee! to maintain authorit' their position depends on

• Partisans are su#ect to authorities. decisions the'support or /uestion authorit' depending on decisitheir interests

• 0ecipients o control rom authorities

• "upport authorit' when satis1ed, #ut ma' challenge w

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"ources o Power

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Position power• Control o rewards

• Coerci%e power

• 2normation and e3pertise

• 0eputation

• Personal power

• Alliances and networ!s

• Access and control o agenda

• Framing$ control o meaning and s'm#ols

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Distri#ution o Power$ O%er#ounded &nder#ounded "'stems

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O%er#ounded$ strong, top-down control, confict tightl'-regulated 4e5g5, 2ra/ under "addam Huss

• &nder#ounded$ wea! authorit', chaotic decisionma!ing, open confict and power struggles 42ra/ in%asion and collapse o old regime6

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Confict in Organizations

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Confict is natural and ine%ita#le$ organizations cha%e too much or too little

• Political rame ocuses on strateg' and tactics odealing with confict

• Forms o organizational confict• Hierarchical confict

• Horizontal

• Cultural

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oral azes$ (he Politics o )etting A

•

)etting ahead is a political process in%ol%ing conscarce resources

• Assessment o indi%idual perormance oten depsu#ecti%e udgments

• Does ad%ancement depend on doing good wor! or do

is politicall' correct7

• Organizations can.t eliminate politics, #ut the' cinfuence the !ind o politics the' ha%e

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Conclusion

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(he political rame sees a %er' di+erent world rtraditional %iew o organizations• (raditional$ organizations are hierarchies, run #' legit

authorities who set goals and manage perormance

• Political %iew$ organizations are coalitions whose goaldetermined #' #argaining among multiple contender

• Politics can #e nast' and #rutish, #ut constructi%politics is possi#le and necessar' or organizatioe+ecti%e

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Chp 8 (he anager as a Politic

•

"!ills o the anager as a Politician• *thics and politics

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"!ills o the anager as aPolitician• Agenda "etting 4!nowing what 'ou want

and how 'ou.ll tr' to get it6• :ision or o#ecti%e

• "trateg' or achie%ing the %ision

• apping the Political (errain• Determine the channels o inormal

communication• 2denti' principal agents o political infuence

• Anal'ze possi#ilities or mo#ilizing internal ae3ternal pla'ers

• Anticipate counterstrategies that others areli!el' to emplo'

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Drawing the political map

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Frame the central issue ; the !e' choice that pedisagree a#out

• 2dentit' the !e' pla'ers 4those who are most li!einfuence the outcome6

• <here does each pla'er all in terms o the !e' issue

•

How much power is each pla'er li!el' to e3ert• *3ample$ =elgian #ureaucrac'

• >e' issue$ are automated records a good thing7

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Figure 8-8$

(he Political ap as "een #' the ?(echies@ ; "trong "up<ea! Opposition or Change

Interest

s

High

Low

Pro-Change Opposed to Change

Techies

Front-lineOfficials

TopManagement

MiddleManagers

Power

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Figure 8-$

(he 0eal Political ap$ a =attle )round <ith "tr

Pla'ers on =oth "ides

Interest

s

High

Low

Pro-Change Opposed to Change

Techies Front-lineOfficials

Top Management

MiddleManagers

MiddleManagers

Power

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"!ills o the anager as aPolitician 4226

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Betwor!ing and =uilding Coalitions• 2denti' rele%ant relationships

• Assess who might resist

• De%elop relationships with potential opponents

• Persuade 1rst, use more orceul methods onl' i nece

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"!ills o the anager as aPolitician 42226

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=argaining and Begotiation• :alue Creating$ loo! or oint gain, win-win solutions

• :alue Claiming$ tr' to ma3imize 'our own gains

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:alue Claiming$ The Strategy of Con4"chelling6

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=argaining is a mi3ed-moti%e game 4incenti%es tcomplete and colla#orate6

• Process o interdependent decisions

• Controlling other.s uncertaint' gi%es power

•

*mphasize threats, not sanctions• (hreats are onl' e+ecti%e i credi#le

• Calculate the optimal le%el o threat$ too much olittle can undermine 'our position

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oralit' and Politics

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*thical criteria in #argaining and organizational • utualit' ; are all parties operating under the same underst

the rules7

• )eneralit' ; does a speci1c action ollow a principle o mora

applica#le to all compara#le situations7

• Openness ; are we willing to ma!e our decisions pu#lic7

•

Caring ; does this action show care or the legitimate interesothers7

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Conclusion

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Politics can #e sordid and destructi%e, #ut can athe %ehicle or achie%ing no#le purposes

• anagers need to de%elop the s!ills o constructpoliticians$

• Fashion an agenda

• ap political terrain• Betwor!ing and #uilding coalitions

• Begotiating

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BO(*"

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CHP 88 - Organizations as Political Arenas and Political Ag

• Organizations as Arenas

• <al-art as agent and arena

• 0oss ohnson Barbarians at the Gate

• Organizations as Political Agents

•

*cos'stems 2• *cos'stems 22

• Pe+er and "alanci! The External Controf Organizations

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Organizations as Arenas

• Arenas shape$• 0ules o the game• Pla'ers

• "ta!es

• =ottom-up Political Action• Ea#or unions and ci%il rights mo%ements

• Political =arriers to Control rom the (op• &5"5 Department o *ducation scenario$

initiati%es oten lost to political oppositiondespite new resources and top-down suppor

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Organizations as Political Agent

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Organizations e3ist in ecos'stems• Organizations depend on en%ironment or resources s

• Organizations needs the s!ills o a politician$ de%elopmap en%ironment, manage relationships with allies acompetitors, negotiate

•

*cos'stem• ?Organizational 1eld@ in which competitors and allies

e%ol%e

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*cos'stems

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=usiness *cos'stems• Apple 2= ?<intel@

• )eneral otors and )eneral *lectric

• Pu#lic Polic' *cos'stems• Federal A%iation Administration

• "chools

• =usiness-go%ernment ecos'stems• Pharmaceutical companies, ph'sicians and go%ernme

• Fede3 lo##'ing clout

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*cos'stems 22

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"ociet' as *cos'stem• =usiness, pu#lic and go%ernment

• <hat is and should #e the power relationship #etweeorganizations and societ'7

• Are organizations ?instruments o mar!et t'rann'@ or largel'larger social and economic orces7

• ihad %s5 c<orld

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Conclusion

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Organizations are #oth arenas or internal politicpolitical agents with their own agendas, resourcestrategies

• Arenas house contests, shape ongoing interpla' interests and agendas

• Agents e3ist, compete and co-e%ol%e in largerecos'stems 4?organizational 1elds@6

8/20/2019 5 SESSION 9 10 11


5 SESSION 9 10 11

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