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Advanced Organisation Theory. Welcome to the second lecture on the second week of the course of 2009!. Back to this weeks topic, Power and Politics. Article 13, Chapter 2. Richard M Cyert and James G March (1959), ”A Behavioral Theory of Organizational Objectives”

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Advanced organisation theory

Advanced Organisation Theory

Welcome to the second lecture on the second week of the course of 2009!



Article 13 chapter 2
Article 13, Chapter 2

  • Richard M Cyert and James G March (1959), ”A Behavioral Theory of Organizational Objectives”

  • Formation of coalitions within organizations

  • Organizations as coalitions


Article 29 j pfeffer 1981 understanding the role of power in decision making
Article 29: J. Pfeffer (1981), ”Understanding the Role of Power in Decision Making”

  • Power- a structural problem.

  • ”power characterized relationships among social actors” one can have more power or less power in relation to another person or group.

  • ”Important to distinguish between power and authority.”

  • Authority is legitimated power, an important process.

  • Organizational politics-using power and authority to sustain or increase resources.


Four decision models
Four decision models Power in Decision Making”


Article 30 robert michels 1915 1962 democracy and the iron law of oligarchy
Article 30: Robert Michels (1915/1962), Power in Decision Making””Democracy and the Iron Law of Oligarchy”

  • A very strong inevitably oligarchy- always two groups- one superior and one subordinate.

  • Leaders and the led

  • A dominant or political class- a minority- but it is the ruling class.

  • The rest of the society is seen as the workingclass- a majority.

  • The minority leading the majority.


Article 31 j french jr and b raven 1959 the bases of social power
Article 31: J. French Jr and B. Raven (1959), ”The Bases of Social Power”

They distinguished five types of power:

  • Reward power

  • Coercive power

  • Legitimate power

  • Referent power

  • Expert power


Article 32 james g march 1966 the power of power
Article 32: James G March (1966), ”The Power of Power” of Social Power”

  • Reviews three different approaches for empirical study of social power within organizations.

  • Six models of social choise and the concept of power.

  • Power as influence


March is in this article quite negativ to the use of power as a concept for understanding and learning about social choise.

  • Temptation 1: The obviouness of Power

  • Temptation 2: The importance of measurement

  • Temptation 3: The residual variance

  • All this leads him to conclude with:

    ”On the whole, however, power is a disappointing concept.”


Article 33 henry mintzberg 1983 the power game and the players
Article 33: Henry Mintzberg (1983), ”The Power Game and the Players”

  • Two different group of influencers:

  • The internal influencers beeing the full-time employees:Top management, operators, line managers, analysts of the technostructure, support staff and the ideology of the organisation.

  • The external influencers beeing the nonemployees:Owners, associates, employee associations and publics.


Article 34 r moss kanter 1979 power failure in management circits
Article 34: R. Moss Kanter (1979), ”Power Failure in Management Circits”

  • Distinguishes between the four words: power, dominance, control and oppression.

  • Power, powerlessness, powerfailur, empowering, possession of power…

  • She also says if you want to expand your power you have to share it.

  • To gain power give power.


Article 48 chapter 9
Article 48, Chapter 9 Management Circits”

  • Jeffrey Pfeffer and Gerald R Salancik (1978), ”External Control of Organizations: A Resource Dependence Perspective”

  • Resource dependence theory- an open system theory-the role of the organizations context is important.


Power and politics organizational theory

Power Management Circits”

Half of the group is asked to illustrate this word.

Powerlessness

The other half of the group is asked to illustrate this word instead.

Power and Politics Organizational Theory


Another creative exercise
Another creative exercise Management Circits”

  • Influence

  • Competition

  • Conflicts

  • Maneuvering

  • Bargaining

  • All of them: for power and politics


End Management Circits”

Be seeing you on Thursday.


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