200157 Organisational Learning and Developme
Question
Identify any 2 aspects of Power and Organisational Politics and discuss their impact on OL&D and Learning Organisations. Synthesise your discussion in the form of a report. Your report must be structured with a short introduction and conclusion and the body of the report is the 2 aspects of Power and OL&D. Include a list of CITED references. I have attached a tutorial slide and the marking criteria to help with the completion of this assignment. Please complete this assignment with thorough research and understanding as this is my final exam worth 40%!
Rational model of organisations
1. Organisations are ‘rational’ entities
2. Power and control are clearly centralised
3. Goals clearly defined
4. Goals are shared by all
5. Extensive information systems in place
6. Alternatives to solve problems easily identified
7.Organizational structures and design are neutral elements
8. Powerful people are ethical and fair
Key concepts
1. Political model of organisation
2. Power as influence
3. Structural triggers for organisational politics
4. Dependency postulate
5. Horizontal power
6. Organisational triggers for political behaviours
Key concepts:
1. Political model of organisation
2. Organisational power and politics
3. Power as influence
4. Structural triggers for organisational politics
5. Dependency postulate
6. Horizontal power
7. Organisational triggers for political behaviours
Organisations as ‘political arenas’
1. Organisational politics: activities that are not part of one’s formal role in the organisation, but influence the distribution of advantages in the workplace
2. The games people play to get ahead
Organisational politics used for
1. making decisions
2. delegating decisions
3. supporting decisions
4. canceling decisions
5. delaying decisions
6. blocking decisions
Organisational politics
1. Used to ensure compliance/obedience; more advantages; control over organisational agenda.
2. Produce conflict but can be exercised independently from conflict (i.e., as influence)
Organisational power sources
1.Tradition
2. Charisma
3. Ability to reward or coerce
4. Knowledge and expertise
5. Network membership
6. Authority
Authority
1.‘Legitimate power’
2. Acquired by one’s central position in the organisational structure
Power as influence
1. Not always is the leader the most powerful
2. Power and influence often used at different levels to shape outcomes; to serve one’s interests
The power of coalitions
- Membership of powerful groups in organisations confer power (eg: senior managers and executives)
- Coalitions exert ‘unobtrusive power’ : employees often unaware that organisational outcomes can be shaped by power coalitions Structural triggers for politics
- Protracted organisational change
- Low trust among staff due to insecurity following change
- Role ambiguity/unclear statement of duties
- Unclear performance evaluation systems (e.g. politically motivated evaluations)
- Unwillingness of managers to share power with subordinates
- Declining or changing pattern of organisational resources Scarcity and dependency
- Resource scarcity generates dependency
- One acquires power if one possesses/controls something other people want/need (jobs; budgets; privileges, etc) Dependency postulate B is dependent on A for a valued resource. So, A has power over B. The greater B’s dependency on A, the greater the power A has over B (Based on Robbins et al 1998)
1. Dependency creates asymmetrical relations of power even at same organisational level
2. Some people and departments inherently more important than others (eg: CEO; I.T.; production; sales; marketing; sales)
3. Cliques based on values, age, gender, race, ethnicity
4. Difficult to measure; horizontal power; not represented on organisational charts
5. (Based on Daft 2004:496-5; Hall 2002 ) Organisational triggers for politics
6. Pressures on employees to ‘perform’ at unrealistic levels
7. Organisational culture: successful political behaviours at top management levels ‘give permission’ for lower level employees to do the same.
Dark side of organisational politics
1 Deception
2. Manipulation
3. Lying
4. Intimidation
5. Humiliation
6. Bullying Political diagnosis
7.Can be done unobtrusively by an OD consultant who will observe behavior and make subtle inquiries
8.Helps understand the loci of power
9. Identify type of political behavior likely to affect structural processes negatively
10. Change the organisational culture
Positive side of power leadership
1. Leadership more than dominance and control
2. Constructs a positive vision for the future
3. Helps ‘get things done’
4. Helps acknowledge people’s talents as a resource
5. Helps develop employees
6. Empowers employees
7. Encourages creativity and innovation
