Professional Documents
Culture Documents
Daft OT12e PPT Ch13
Daft OT12e PPT Ch13
Chapter
13
Organization Theory and Design
Twelfth Edition
Richard L. Daft
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Interdepartmental Conflict in
Organizations
• Groups may be dispersed across the
organization
• Intergroup conflict requires three
ingredients:
- Group Identification
- Observable Group Differences
- Frustration
Goal Incompatibility
Differentiation
Task Interdependence
Limited Resources
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
Marketing-Manufacturing Areas of
Potential Goal Conflict
4
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Rational versus Political Model
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 6
Top 10
Problems
from
Too Much
Conflict
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
7
Tactics for Enhancing Collaboration
• Create integration devices
• Use confrontation and negotiation
• Schedule intergroup consultation
• Practice member rotation
• Create shared mission and superordinate
goals
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
8
Negotiation Strategies
©2017 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
Power and Organizations
• Power is the potential ability of one person to
influence other people
• Individual versus Organizational Power
– Legitimate Power
– Reward Power
– Coercive Power
– Expert Power
– Referent Power
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 10
Power versus Authority
Authority is more narrow than power
– Defined by the formal hierarchy and reporting
relationships
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
12
Information Flow for Computer
Decision at Clark Ltd.
13
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Illustration of Network Centrality
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 14
The Power of Empowerment
• Power sharing, the delegation of power or
authority to subordinates
• Empowerment benefits:
– Employees receive information about
company performance
– Employees have knowledge and skills to
contribute to company goals
– Employees have the power to make
substantive decisions 15
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Horizontal Sources of Power
• Relationships across departments, divisions,
units
• Strategic Contingencies – groups most
responsible for key organization issues
• Power Sources – five power sources that
departments may possess
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 16
Ratings of
Power
among
Departments
in Industrial
Firms
17
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Strategic Contingencies That Influence
Horizontal Power among Departments
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
18
Political Processes in Organizations
• Politics is the use of power to influence
decisions toward goals
• Organizational Politics - activities to acquire,
develop, and use power to influence goals
• Domains of political activity:
– Structural Change
– Management Succession
– Resource Allocation
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part. 19
Using Soft Power and Politics
• Managers can rely on “hard power”
which stems from a person’s position of
authority
20
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Power and Political Tactics in
Organizations
©2017 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
21
Design Essentials
Conflict, power, and politics are natural
outcomes of organizing