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Organizations as Political Systems,[object Object],Interests, Conflict and Power,[object Object]
Introduction,[object Object],	I live in a democratic society. Why should I have to obey the orders of my boss eight hours a day? He acts like a bloody dictator, ordering us around and telling us what we should be thinking and doing. What right does he have to act in this way? The company pays our wages, but does this mean it has the right command all our beliefs and feelings? It certainly has no right to reduce us to robots who must obey every command! ,[object Object]
Political Systems,[object Object]
Types of Political Systems,[object Object],Autocracy,[object Object],Power is held by individual or small group,[object Object],Bureaucracy,[object Object],Rule exercised through use of written word,[object Object],Technocracy,[object Object],Rule exercised through use of knowledge,[object Object],Codetermination,[object Object],Form of rule where opposing parties combine in the joint management of mutual interests,[object Object],Representative democracy,[object Object],Rule exercised through the election of officers mandated to act on behalf of the electorate,[object Object],Direct democracy,[object Object],The system where everyone has an equal right to rule and is involved in all decision making,[object Object]
Autocracy to Democracy,[object Object]
Organizations as Systems of Political Activity,[object Object],An organization’s politics is most clearly manifest in the conflicts and power plays that sometimes occupy centre stage, and in the countless interpersonal intrigues that provide diversions in the flow of organizational activity.,[object Object],More fundamentally, however, politics occurs on an ongoing basis, often in a way that is invisible to all but those directly involved.,[object Object]
Organizations as Systems of Political Activity,[object Object],Relationships to be considered:,[object Object],Interests,[object Object],Conflict,[object Object],Power,[object Object]
Interests,[object Object],Three different types,[object Object],Task Interests,[object Object],Connected with the work one has to perform,[object Object],Career Interests,[object Object],Independent of the job being performed,[object Object],Extramural Interests,[object Object],Act towards the relation to both job and career,[object Object]
Conflict,[object Object],Where interests collide,[object Object],Conflict may be,[object Object],Personal,[object Object],Inter- personal,[object Object],Between,[object Object],Rival Groups,[object Object],Coalitions,[object Object],Built into,[object Object],Organizations,[object Object],Roles,[object Object],Attitudes,[object Object],Stereotypes,[object Object],Scarcity of resouces,[object Object]
Power,[object Object]
Power,[object Object],Power is the medium through which conflicts of interest are ultimately resolved.,[object Object],Important sources of power,[object Object],Formal Authority,[object Object],Control of Scarce Resources,[object Object],Use of organizational structure, rules and regulations,[object Object],Control of decision powers,[object Object],Control of knowledge and information,[object Object],Control of boundaries,[object Object],Control of technology,[object Object]
The Ambiguity of Power,[object Object],Interpersonal behavioural phenomenon				VS,[object Object],Deep-seated structural factors,[object Object]
Ambiguity of Power,[object Object],Relationship between management and workers,[object Object],Unitary,[object Object],In Unitarianism, the organization is perceived as an integrated and harmonious whole with the ideal of "one happy family", where management and other members of the staff all share a common purpose, emphasizing mutual cooperation. Furthermore, unitary has a paternalistic approach where it demands loyalty of all employees, being predominantly managerial in its emphasis and application.,[object Object]
Ambiguity of Power,[object Object],Pluralist,[object Object],In pluralism the organization is perceived as being made up of powerful and divergent sub-groups, each with its own legitimate loyalties and with their own set of objectives and leaders. In particular, the two predominant sub-groups in the pluralistic perspective are the management and trade unions.,[object Object]
Ambiguity of Power,[object Object],Marxist or Radical,[object Object],This view of industrial relations looks at the nature of the capitalist society, where there is a fundamental division of interest between capital and labour, and sees workplace relations against this history. This perspective sees inequalities of power and economic wealth as having their roots in the nature of the capitalist economic system. Conflict is therefore seen as inevitable and trade unions are a natural response of workers to their exploitation by capital. Whilst there may be periods of acquiescence, the Marxist view would be that institutions of joint regulation would enhance rather than limit management's position as they presume the continuation of capitalism rather than challenge it.,[object Object]
Pluralist of five conflict handling modes,[object Object],Competing,[object Object],Collaborating,[object Object],Assertive,[object Object],Attempting to satisfy one’s own concerns,[object Object],Compromising,[object Object],Avoiding,[object Object],Accommodating,[object Object],Unassertive,[object Object],Cooperative,[object Object],Uncooperative,[object Object],Attempting to satisfy others’ concerns,[object Object]
Strengths and Limitations,[object Object],Taboo subject,[object Object],Pushing of private motives,[object Object],This metaphor overcomes the previous metaphors by placing a knowledge of the role and use of power at the centre of organizational analysis.,[object Object],Helps explain the myth of organizational rationality.,[object Object],Helps overcome the limitations of the idea that organizations are functionally integrated systems.,[object Object],Helps us understand human behaviour in organizations,[object Object],Encourages us to recognize the socio-political implications of different kinds of organization and the roles that organizations play in society,[object Object]
Strengths and Limitations,[object Object],Can lead to increased politicization of the organization,[object Object],Assumptions of Pluralism?,[object Object],MOVIE,[object Object]

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