Module #5Module #5Political FramePolitical Frame

AssumptionsAssumptions

Coalitions of diverse individuals and interest groups

Enduring differences among membersAllocation of scarce resourcesConflict central/power important assetGoals/decisions emerge from bargaining,

negotiating, and jockeying for position

Coalitions of diverse individuals and interest groups

Enduring differences among membersAllocation of scarce resourcesConflict central/power important assetGoals/decisions emerge from bargaining,

negotiating, and jockeying for position

The Political Frame…The Political Frame…

… takes a pluralistic approach because decisions are negotiated between subgroups & factions.

1. What sources of power do various organizational members hold?

2. Under what conditions is power exercised?

3. How is power legitimized?

… takes a pluralistic approach because decisions are negotiated between subgroups & factions.

1. What sources of power do various organizational members hold?

2. Under what conditions is power exercised?

3. How is power legitimized?

CoalitionsCoalitions

Individuals/groups objectives and resources—used to bargain

Dominant coalitions

Subgroups

Membership in variety of subgroup

Individuals/groups objectives and resources—used to bargain

Dominant coalitions

Subgroups

Membership in variety of subgroup

Sources of Power (Morgan, 1997)

Sources of Power (Morgan, 1997)

Formal authority—positionControl of scarce resourcesControl of rewardsUse of organizational structure,

rules, and regulationsControl of decision processesControl of knowledge and

informationControl of boundaries

Formal authority—positionControl of scarce resourcesControl of rewardsUse of organizational structure,

rules, and regulationsControl of decision processesControl of knowledge and

informationControl of boundaries

Sources of Power (cont’d)Sources of Power (cont’d)

Ability to cope with uncertainty Control of technology Interpersonal alliances, networks—control

of the informal organization Control of counter organizations Symbolism and the management of

meaning Gender management/structural functions—

gendered institutions Power one already has—built on successes

Ability to cope with uncertainty Control of technology Interpersonal alliances, networks—control

of the informal organization Control of counter organizations Symbolism and the management of

meaning Gender management/structural functions—

gendered institutions Power one already has—built on successes

Power and Decision Making

Power and Decision Making

Modernist—based on formal authority (ala Weber)

Symbolic—based on management of meaning (charismatic—Weber)

Postmodern—based on deconstruction of authority—questioning of the system

Modernist—based on formal authority (ala Weber)

Symbolic—based on management of meaning (charismatic—Weber)

Postmodern—based on deconstruction of authority—questioning of the system

Conflict (Katz & Kahn)Conflict (Katz & Kahn)

“A particular kind of interaction marked by efforts at hindering, compelling, or injuring and by

resistance or retaliation against those efforts.”

“A particular kind of interaction marked by efforts at hindering, compelling, or injuring and by

resistance or retaliation against those efforts.”

Ways to Stimulate ConflictWays to Stimulate Conflict

Acknowledge repressed conflict

Role model functional conflict through open disagreement & collaborative responses

Alter established communication channels

Hold back information

Overcommunicate

Deliver deliberately ambiguous messages

Differentiate activities or outcomes among subordinates

Challenge the existing power structure

Acknowledge repressed conflict

Role model functional conflict through open disagreement & collaborative responses

Alter established communication channels

Hold back information

Overcommunicate

Deliver deliberately ambiguous messages

Differentiate activities or outcomes among subordinates

Challenge the existing power structure

Ways to Reduce ConflictWays to Reduce Conflict

Recommended Action Implicit Strategy

Physical separationIncrease resourcesRepress emotions & opinionsCreate superordinate goalsEmphasize similaritiesNegotiateAppeal to higher authorityRotate jobsPhysical proximity

AvoidanceAvoidanceAvoidanceCollaborationSmoothingCompromiseHierarchical referralStructural changeConfrontation

Strategic Contingencies Theory

Strategic Contingencies Theory

Power is related to the ability of a person or department to solve critical

problems, provide something the organization needs, and/or deal with

uncertainty.

Power is related to the ability of a person or department to solve critical

problems, provide something the organization needs, and/or deal with

uncertainty.

The Politics of Resource Dependence

The Politics of Resource Dependence

Environmental

uncertainty (economic, technological, legal…)

Critical problems/issues (product development, new technology, quality, employment law…)

Person/department able to deal with the problems.

Gains power & resources by helping the organization adapt to environmental demands.

Legitimizes power & shapes organizational activities.

Gains more power and resources.

The Politics of Resource Dependence

The Politics of Resource Dependence

Environmental uncertainty (economic, technological, legal…)

Critical problems/issues (product development, new technology, quality, employment law…)

Person/department able to deal with the problems.

Gains power & resources by helping the organization adapt to environmental demands.

Legitimizes power & shapes organizational activities.

Gains more power and resources.

Symbols of power

A Modernist Definition of Power

A Modernist Definition of Power

“A has power over B to the extent that he can get B to do something that B would not otherwise do.” (Dahl)

“A has power over B to the extent that he can get B to do something that B would not otherwise do.” (Dahl)

Group or Individual Goals

Measures Rewards

Intention ActionAttention

OutcomesGroup or Individual GoalsEtc.

Group or Individual Goals Etc.

Unit Goals

Unit Goals

Unit Goals

Organizational Goals

Strategy

Environment

Resource allocations

Resource allocations

Resource allocations Performance data

Performance data

Performance data

Performance dataResource allocations

Inputs OutputsTransformation Processes

MODERNIST VIEW OF CONTROL PROCESSES

Three Theories of Control Three Theories of Control

Cybernetic Model Agency Theory Market, Bureaucracy & Clan Control

Purpose of Control

Manage differences between desired/actual, individual and organizational performance.

Ensure managers act in the best interest of owners.

Achieve cooperation among individuals.

Types of Control

Output Behavioral

Output Behavioral

OutputBehavioralSymbolic

Control Processes

1. Set Goals2. Set work targets3. Monitor performance4. Correct deviations

1. Establish contract2. Obtain information3. Reward agents

Market - price & profitBureaucracy - rule complianceClan - socialize org. members

Critical Studies of Power and Control

Critical Studies of Power and Control

Seek to understand how:

power and ideology are entwined

social, economic and political structures determine power

dominated groups consent to their own exploitation

organizations can become more humanistic and democratic

Seek to understand how:

power and ideology are entwined

social, economic and political structures determine power

dominated groups consent to their own exploitation

organizations can become more humanistic and democratic

The Critique of IdeologyThe Critique of Ideology

One group’s ideology (e.g. owners or managers) dominates others.

Workers exist in a state of false consciousness by adopting a managerial ideology and participating in their own exploitation.

Hegemony occurs when dominated groups give their spontaneous consent to the dominant group’s directions and actions. These forms of domination are often taken for granted.

One group’s ideology (e.g. owners or managers) dominates others.

Workers exist in a state of false consciousness by adopting a managerial ideology and participating in their own exploitation.

Hegemony occurs when dominated groups give their spontaneous consent to the dominant group’s directions and actions. These forms of domination are often taken for granted.

Critical Studies of Power and Control

Critical Studies of Power and Control

Seek to understand how:

power and ideology are entwined

social, economic and political structures determine power

dominated groups consent to their own exploitation

organizations can become more humanistic and democratic

Seek to understand how:

power and ideology are entwined

social, economic and political structures determine power

dominated groups consent to their own exploitation

organizations can become more humanistic and democratic

Self-SurveillanceSelf-Surveillance

Individuals conform to rules and behave in the desired way in anticipation of being monitored.

The gaze of inspection, techniques of categorizing, normalizing, and controlling people (e.g., training, performance management systems).

Interiorization, anticipation and self monitoring.

Individuals conform to rules and behave in the desired way in anticipation of being monitored.

The gaze of inspection, techniques of categorizing, normalizing, and controlling people (e.g., training, performance management systems).

Interiorization, anticipation and self monitoring.

Communicative RationalityCommunicative Rationality

Instrumental Rationality

Achieving goals by the most efficient, rational

means.

Instrumental Rationality

Achieving goals by the most efficient, rational

means.

Systematically Distorted

Communication

Privileging one meaning/ ideology over

others.

Systematically Distorted

Communication

Privileging one meaning/ ideology over

others.

Resolved through communicative rationality - reaching agreement through open discussion and consensus.

Postmodern Conceptions of Power

Postmodern Conceptions of Power

Power and control are embedded in all social relationships and organizational practices, and are constructed and reproduced in everyday interactions.

Power and control are embedded in all social relationships and organizational practices, and are constructed and reproduced in everyday interactions.

Gender and Organizing (Critical & Postmodern Approaches)

Gender and Organizing (Critical & Postmodern Approaches)

Organizations and organizational practices are dominated by men.

Gender differences are produced and maintained in taken-for-granted ways.

Organizations & organizing are gender-biased.

Organizations and organizational practices are dominated by men.

Gender differences are produced and maintained in taken-for-granted ways.

Organizations & organizing are gender-biased.

Gendered Organizations & Power

Gendered Organizations & Power

Organizational structures, ideologies, and practices are often male-gendered and therefore carry

implications for power:

hierarchy, impersonality, rationality,public/private life, symbols, work, careers,

knowledge, language …

Organizational structures, ideologies, and practices are often male-gendered and therefore carry

implications for power:

hierarchy, impersonality, rationality,public/private life, symbols, work, careers,

knowledge, language …