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Week 3 The Political Lens

Explore the political lens in organizations, understanding key concepts, processes, and stakeholders. Learn how managers can identify and expand interests, build coalitions, and negotiate effectively. Discover the bases of power and stimulate change while overcoming barriers. Develop negotiation skills in the new model organization.

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Week 3 The Political Lens

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  1. Week 3The Political Lens

  2. Class agenda • Names & faces test • The political lens • Key concepts and processes • Stakeholders • Power • Taking action • Guest speaker: Paul Grunau

  3. Organization as a Political System Key Concepts • Power & influence • Interests & goals • Goal complexity • Goal conflict

  4. Organization as a Political System Key Processes • Influence • Conflict • Coalition building • Network building

  5. Organization as a Political System Role of Manager • Identifying and expanding interests • Building and mobilizing coalitions • Facilitating alignment • Negotiating

  6. Organization as a Political System View of Environment: Stakeholders • Unions Top management • Shareholders Middle management • Customers Workers • Suppliers Departments • Regulators Divisions • Lenders Professional groups • Communities Affinity groups • Public interests

  7. Organization as a Political System Bases of Power • Personal characteristics • Scarce and valued expertise • Track record • Formal position • Informal network position

  8. Organization as a Political System Stimuli for Change • Shifts in dominant coalition • Shifts in power of stakeholders Barriers to change • Entrenched interests

  9. Organization as a Political System • Power is the ability to get people to do things they would not otherwise do • Power is grounded in control of or access to resources, including information and expertise as well as tangible resources • Political action is mobilizing interests and power to take effective action

  10. Dealing with conflict • Forcing – use power and position • Smoothing, avoidance – let it pass, play down differences • Negotiation • Distributive – zero sum, split the difference • Integrative – work with differences, look for mutual gains outcomes

  11. Negotiation skills are critical in the new model organization because… • Flatter and more networked responsibilities exceed formal authority • Matrixed and team-based  deal with conflicts at their source • Need for greater flexibility in changing environments  overcome resistance to change • Diverse  integrate different styles, values, etc. • Individuals responsible for their own careers  negotiate conditions for success

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