1. Module #5 Political Frame

2. Assumptions Coalitions of diverse individuals and interest groups Enduring differences among members Allocation of scarce resources Conflict central/power important asset Goals/decisions emerge from bargaining, negotiating, and jockeying for position Coalitions of diverse individuals and interest groups Enduring differences among members Allocation of scarce resources Conflict central/power important asset Goals/decisions emerge from bargaining, negotiating, and jockeying for position

3. The Political Frame… … takes a pluralistic approach because decisions are negotiated between subgroups & factions. 1. What sources of power do various organizational members hold? 2. Under what conditions is power exercised? 3. How is power legitimized? … takes a pluralistic approach because decisions are negotiated between subgroups & factions. 1. What sources of power do various organizational members hold? 2. Under what conditions is power exercised? 3. How is power legitimized?

4. Coalitions Individuals/groups objectives and resources—used to bargain Dominant coalitions Subgroups Membership in variety of subgroup Individuals/groups objectives and resources—used to bargain Dominant coalitions Subgroups Membership in variety of subgroup

5. Sources of Power (Morgan, 1997) Formal authority—position Control of scarce resources Control of rewards Use of organizational structure, rules, and regulations Control of decision processes Control of knowledge and information Control of boundaries Formal authority—position Control of scarce resources Control of rewards Use of organizational structure, rules, and regulations Control of decision processes Control of knowledge and information Control of boundaries

6. Sources of Power (cont’d) Ability to cope with uncertainty Control of technology Interpersonal alliances, networks—control of the informal organization Control of counter organizations Symbolism and the management of meaning Gender management/structural functions— gendered institutions Power one already has—built on successes Ability to cope with uncertainty Control of technology Interpersonal alliances, networks—control of the informal organization Control of counter organizations Symbolism and the management of meaning Gender management/structural functions— gendered institutions Power one already has—built on successes

7. Power and Decision Making Modernist—based on formal authority (ala Weber) Symbolic—based on management of meaning (charismatic—Weber) Postmodern—based on deconstruction of authority—questioning of the system Modernist—based on formal authority (ala Weber) Symbolic—based on management of meaning (charismatic—Weber) Postmodern—based on deconstruction of authority—questioning of the system

8. Conflict (Katz & Kahn) “A particular kind of interaction marked by efforts at hindering, compelling, or injuring and by resistance or retaliation against those efforts.”

9. Ways to Stimulate Conflict Acknowledge repressed conflict Role model functional conflict through open disagreement & collaborative responses Alter established communication channels Hold back information Overcommunicate Deliver deliberately ambiguous messages Differentiate activities or outcomes among subordinates Challenge the existing power structure Acknowledge repressed conflict Role model functional conflict through open disagreement & collaborative responses Alter established communication channels Hold back information Overcommunicate Deliver deliberately ambiguous messages Differentiate activities or outcomes among subordinates Challenge the existing power structure

10. Ways to Reduce Conflict Recommended ActionImplicit Strategy Physical separation Increase resources Repress emotions & opinions Create superordinate goals Emphasize similarities Negotiate Appeal to higher authority Rotate jobs Physical proximity Avoidance Collaboration Smoothing Compromise Hierarchical referral Structural change Confrontation

11. Strategic Contingencies Theory Power is related to the ability of a person or department to solve critical problems, provide something the organization needs, and/or deal with uncertainty.

12. The Politics of Resource Dependence Environmental uncertainty (economic, technological, legal…) Critical problems/issues (product development, new technology, quality, employment law…) Person/department able to deal with the problems. Gains power & resources by helping the organization adapt to environmental demands. Legitimizes power & shapes organizational activities. Gains more power and resources.

13. The Politics of Resource Dependence Environmental uncertainty (economic, technological, legal…) Critical problems/issues (product development, new technology, quality, employment law…) Person/department able to deal with the problems. Gains power & resources by helping the organization adapt to environmental demands. Legitimizes power & shapes organizational activities. Gains more power and resources. Symbols of power

14. A Modernist Definition of Power “A has power over B to the extent that he can get B to do something that B would not otherwise do.” (Dahl)

15. Group or Individual Goals MeasuresRewards IntentionActionAttention Outcomes Group or Individual Goals Etc. Group or Individual Goals Etc. Unit Goals Organizational Goals Strategy Environment Resource allocations Performance data Resource allocations InputsOutputsTransformation Processes MODERNIST VIEW OF CONTROL PROCESSES

16. Three Theories of Control Three Theories of Control Cybernetic ModelAgency TheoryMarket, Bureaucracy & Clan Control Purpose of Control Manage differences between desired/actual, individual and organizational performance. Ensure managers act in the best interest of owners. Achieve cooperation among individuals. Types of Control Output Behavioral Output Behavioral Output Behavioral Symbolic Control Processes 1. Set Goals 2. Set work targets 3. Monitor performance 4. Correct deviations 1. Establish contract 2. Obtain information 3. Reward agents Market - price & profit Bureaucracy - rule compliance Clan - socialize org. members

17. Critical Studies of Power and Control Seek to understand how: power and ideology are entwined social, economic and political structures determine power dominated groups consent to their own exploitation organizations can become more humanistic and democratic Seek to understand how: power and ideology are entwined social, economic and political structures determine power dominated groups consent to their own exploitation organizations can become more humanistic and democratic

18. The Critique of Ideology One group’s ideology (e.g. owners or managers) dominates others. Workers exist in a state of false consciousness by adopting a managerial ideology and participating in their own exploitation. Hegemony occurs when dominated groups give their spontaneous consent to the dominant group’s directions and actions. These forms of domination are often taken for granted. One group’s ideology (e.g. owners or managers) dominates others. Workers exist in a state of false consciousness by adopting a managerial ideology and participating in their own exploitation. Hegemony occurs when dominated groups give their spontaneous consent to the dominant group’s directions and actions. These forms of domination are often taken for granted.

19. Critical Studies of Power and Control Seek to understand how: power and ideology are entwined social, economic and political structures determine power dominated groups consent to their own exploitation organizations can become more humanistic and democratic Seek to understand how: power and ideology are entwined social, economic and political structures determine power dominated groups consent to their own exploitation organizations can become more humanistic and democratic

20. Self-SurveillanceSelf-Surveillance Individuals conform to rules and behave in the desired way in anticipation of being monitored. The gaze of inspection, techniques of categorizing, normalizing, and controlling people (e.g., training, performance management systems). Interiorization, anticipation and self monitoring.

21. Communicative Rationality Instrumental Rationality Achieving goals by the most efficient, rational means. Instrumental Rationality Achieving goals by the most efficient, rational means. Systematically Distorted Communication Privileging one meaning/ ideology over others. Resolved through communicative rationality - reaching agreement through open discussion and consensus.

22. Postmodern Conceptions of Power Power and control are embedded in all social relationships and organizational practices, and are constructed and reproduced in everyday interactions.

23. Gender and Organizing (Critical & Postmodern Approaches) Organizations and organizational practices are dominated by men. Gender differences are produced and maintained in taken-for-granted ways. Organizations & organizing are gender- biased. Organizations and organizational practices are dominated by men. Gender differences are produced and maintained in taken-for-granted ways. Organizations & organizing are gender- biased.

24. Gendered Organizations & Power Organizational structures, ideologies, and practices are often male-gendered and therefore carry implications for power: hierarchy, impersonality, rationality,public/private life, symbols, work, careers, hierarchy, impersonality, rationality,public/private life, symbols, work, careers, knowledge, language … knowledge, language … Organizational structures, ideologies, and practices are often male-gendered and therefore carry implications for power: hierarchy, impersonality, rationality,public/private life, symbols, work, careers, hierarchy, impersonality, rationality,public/private life, symbols, work, careers, knowledge, language … knowledge, language …