BLOCK 8

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BLOCK 8 POWER AND POLITICS
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• INDIVIDUAL VERSUS
• ORGANIZATIONAL POWER
• LEGITIMATE POWER
• COERCIVE POWER
• EXPERT POWER
• REFERENT POWER

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POWER VERSUS AUTHORITY

• 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

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THE TREND TOWARD EMPOWERMENT

• REASONS FOR EMPOWERMENT
• ELEMENTS OF EMPOWERMENT
• EMPOWERMENT APPLICATIONS
• THE EMPOWERMENT PROCESS
• - Diagnose
• - Engage in empowerment practices
• - Provide feedback

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HORIZONTAL POWER

• STRATEGIC CONTINGENCIES
• POWER SOURCES
• - Dependency
• - Financial resources
• - Centrality
• - Nonsubstitutability
• - Coping with uncertainty

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POLITICAL PROCESSES IN ORGANIZATIONS

• DEFINITION
• - Power
• - Politics
• RATIONAL CHOICE VERSUS POLITICAL BEHAVIOR
• - The rational model
• - The political model
• - The mixed model

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USING POWER AND POLITICAL INFLUENCE

• STRUCTURAL CHANGE
• INTERDEPARTMENTAL CO-ORDINATION
• MANAGEMENT SUCCESSION
• RESOURCE ALLOCATION

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PROCESS FRAMEWORK

• ANTECEDENT CONDITIONS
• MANAGEMENT APPROACH
• OUTCOMES

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USING POWER AND POLITICAL INFLUENCE

• TACTICS FOR INCREASING THE POWER BASE
• POLITICAL TACTICS FOR USING POWER

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BLOCK 9 CONFLICT AND COLLABORATION
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WHAT IS INTERGROUP CONFLICT?

• HORIZONTAL CONFLICT
• VERTICAL CONFLICT

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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

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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

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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

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TECHNIQUES FOR MANAGING CONFLICT AMONG GROUPS

• TECHNIQUES TARGETED AT
• ATTITUDES OF ORGANIZATIONAL
• MEMBERS
• - third-party consultants
• - Member rotation
• - Shared mission and superordinate
• goals intergroup training

• TECHNIQUES TARGETED
• AT BEHAVIORS OF
• ORGANIZATIONAL
• MEMBERS
• - Formal authority
• - Limited communication
• - Integration devices
• Confrontation and
• negotiation

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VERTICAL CONFLICT

• SOURCES OF WORKER-MANAGEMENT CONFLICT
• - Psychological distance
• - Power and status differences
• - Ideology and value differences
• - Scarce resources

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RESOLUTION OF WORKER-MANAGEMENT CONFLICT

• COLLECTIVE BARGAINING
• CO-OPERATIVE APPROACHES
• - Gain sharing
• - Labor management teams
• - Employment security

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BLOCK 10 THE FUTURE OF ORGANISATIONS
1. INTER-ORGANISATIONAL RELATIONS
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ORGANIZATIONAL ECOSYSTEMS

• IS COMPETITION DEAD?
• THE CHANGING ROLE OF MANAGEMENT
• INTERORGANIZATIONAL FRAMEWORK

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RESOURCE DEPENDENCE

• RESOURCE STRATEGIES
• POWER STRATEGIES

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COLLABORATIVE NETWORKS

• INTERNATIONAL ORIGINS
• FROM ADVERSARIES TO PARTNERS

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POPULATION ECOLOGY

• ORGANIZATIONAL FORM AND NICHE
• PROCESS OF CHANGE
• STRATEGIES FOR SURVIVAL

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INSTITUTIONALISM

• INSTITUTIONAL PERSPECTIVE
• INSTITUTIONAL ENVIRONMENT
• LEGITIMACY
• ISOMORPHISM

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ISOMORPHISM

• INSTITUTIONAL ISOMORPHISM
• MIMETIC ISOMORPHISM
• COERCIVE ISOMORPHISM

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BLOCK 10 THE FUTURE OF ORGANISATIONS
2. TOWARD THE LEARNING ORGANIZATION
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ORGANIZATIONAL DESIGN CONFIGURATION

• STRATEGY FORMULATION AND IMPLEMENTATION
• - Formulation
• - Implementation
• ORGANIZATIONAL FORM AND DESIGN

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ORGANIZATIONAL CONFIGURATIONS

• ENTREPRENEURIAL STRUCTURE
• MACHINE BUREAUCRACY
• PROFESSIONAL BUREAUCRACY
• DIVISIONAL FORM
• ADHOCRACY

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THE EFFECTIVE ORGANIZATION

• DIRECTION
• EFFICIENCY
• PROFICIENCY
• INNOVATION
• CONCENTRATION
• CO-OPERATION/CULTURE
• COMPETITION/POLITICS

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THE LEARNING ORGANIZATION

• LEARNING CAPABILITY
• MINDFUL LEADERSHIP
• EMPOWERED EMPLOYEES
• EMERGENT STRATEGY
• STRONG CULTURE
• SHARED INFORMATION
• HORIZONTAL STRUCTURES

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ORGANIZATIONAL TRANSFORMATION AND LEADERSHIP

• CORPORATE TRANSFORMATION
• - Crisis phase
• - Reinvest organizational capability phase
• - Rebuilding phase
• TRANSFORMATIONAL LEADERSHIP
• - Create a new vision
• - Mobilize commitment
• - Institutionalize change

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THE IMPACT OF TOP MANAGER TEAMS AND TURNOVER

• TOP MANAGEMENT TEAMS
• SUCCESSION AND ADAPTATION
• SUCCESSION AND PERFORMANCE
• - Ritual scapegoating
• - Turnover