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    notes

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    2 views4 pages

    Print 4

    Uploaded by

    Vipula Bhatt
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    Copyright:

    © All Rights Reserved
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    of 4

    Power, Politics,

    Organizational Decision Sources of Conflict


    Making • Goal Incompatibility

    • Differentiation

    • Task Interdependence

    • Limited Resources

    1 2

    Rational versus Political Model Vertical Sources of Power


    • The rational model where behavior is not random • Formal Position – legitimate power accrued to top positions
    or accidental
    – Goals are clear and choices are made logically • Resources – resources can be used as a tool for power

    • Control of Information – information is a primary business source


    • The political model involves push and pull debate
    regarding goals • Network Centrality – being centrally located in the organization and
    – Organization groups have separate interests and goals having access

    • People – loyal executives/managers

    3 4

    •1
    Horizontal Sources of Power Political Processes in Organizations
    • Relationships across departments, divisions, • Politics is the use of power to influence
    units decisions toward goals
    – Dependency
    • Organizational Politics - activities to acquire,
    – Financial resources develop, and use power to influence goals
    – Non-substitutability
    – Centrality
    – Ability to cope with uncertainty

    5 6

    Organizational Decision
    Individual decision making
    Making
    • Consists of
    1. Problem Identification • Rational approach – ideal method for managers to
    2. Problem Solution make decisions
    – Monitor environment → define problem → specify
    • Decisions could be objectives → diagnose → develop alternatives →
    – Programmed – repetitive and well defined evaluate alternatives → choose best alternative →
    – Non-programmed Decisions – novel and poorly defined implement

    • Bounded rationality perspective – how decisions


    are made under severe time and resource
    constraints

    7 8

    •2
    Organizational Decision Management Science Approach
    Making • Problem clear & unambiguous

    • Options fully known

    ✓Management Science Approach


    • Preferences Clear and Stable
    ✓Carnegie Model
    • No time/ cost constraints
    ✓Incremental Decision Model
    • Payoff can be calculated
    ✓Garbage Can Model

    ©2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.

    9 10

    Carnegie model Incremental Decision Model


    • Focus on structured sequence of activities from
    discovery to solution
    • Large decisions are a collection of small choices
    • Decision interrupts are barriers
    – Identification Phase
    – Development Phase
    – Selection Phase
    – Dynamic Factors
    • Works better when solution is uncertain

    11 12

    •3
    Garbage Can Model
    • Organizations as organized anarchies
    – Inconsistent and ill-defined purposes (unclear goals)
    – Unclear technology (trial-and-error, accidents of past experience)
    – Fluid participation (vary in time and effort)

    • In such situations axioms and standard procedures of


    management collapse

    • Model for describing decision making in organized


    anarchies

    13

    •4

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