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 POLITICAL INFLUENCE 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 MANAGING CONFLICT 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

INSTITUTIONAL ISOMORPHISM MIMETIC ISOMORPHISM COERCIVE ISOMORPHISM

BLOCK 10 THE FUTURE OF ORGANISATIONS 2. TOWARD THE LEARNING ORGANIZATION

ORGANIZATIONAL DESIGN CONFIGURATION 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 MANAGER TEAMS AND TURNOVER TOP MANAGEMENT TEAMS SUCCESSION AND ADAPTATION SUCCESSION AND PERFORMANCE -Ritual scapegoating -Turnover