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Reframing Organizations , 4 th ed.

Reframing Organizations , 4 th ed. Chapter 11. Organizations as Political Arenas and Political Agents. Organizations as Political Arenas and Political Agents. Organizations as Arenas Wal-Mart as agent and arena Ross Johnson Barbarians at the Gate Organizations as Political Agents

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Reframing Organizations , 4 th ed.

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  1. Reframing Organizations, 4th ed.

  2. Chapter 11 Organizations as Political Arenas and Political Agents

  3. Organizations as Political Arenas and Political Agents • Organizations as Arenas • Wal-Mart as agent and arena • Ross Johnson Barbarians at the Gate • Organizations as Political Agents • Ecosystems I • Ecosystems II • Pfeffer and Salancik The External Control of Organizations

  4. Organizations as Arenas • Arenas shape: • Rules of the game • Players • Stakes • Bottom-up Political Action • Labor unions and civil rights movements • Political Barriers to Control from the Top • U.S. Department of Education scenario: initiatives often lost to political opposition despite new resources and top-down support

  5. Organizations as Political Agents • Organizations exist in ecosystems • Organizations depend on environment for resources support • Organizations needs the skills of a politician: develop agenda, map environment, manage relationships with allies and competitors, negotiate • Ecosystem • “Organizational field” in which competitors and allies co-evolve

  6. Ecosystems • Business Ecosystems • Apple  IBM  “Wintel” • General Motors and General Electric • Public Policy Ecosystems • Federal Aviation Administration • Schools • Business-government ecosystems • Pharmaceutical companies, physicians and government • Fedex lobbying clout

  7. Ecosystems II • Society as Ecosystem • Business, public and government • What is and should be the power relationship between organizations and society? • Are organizations “instruments of market tyranny” or largely shaped by larger social and economic forces? • Jihad vs. McWorld

  8. Pfeffer and Salancik, The External Control of Organizations • Organizations are controlled more than they control their external environment • Organizations are “other-directed” • Struggle for autonomy and discretion in the face of constraint and external control • Confront conflicting demands from multiple constituents • Organizations’ understanding of environment is often distorted, imperfect • Dilemma: alliances essential to gain influence, but reduce autonomy by increasing dependency and obligations

  9. Conclusion • Organizations are both arenas for internal politics and political agents with their own agendas, resources, and strategies • Arenas house contests, shape ongoing interplay of interests and agendas • Agents exist, compete and co-evolve in larger ecosystems (“organizational fields”)

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