1. The document discusses various perspectives on power dynamics in organizations, including position power, personal power, structural power, and culture power.
2. It explores theories of power such as resource dependence theory and disciplinary power, and how power can be used and developed.
3. Managing stakeholder engagement and achieving project outcomes requires understanding power dynamics and using approaches like negotiation, coalition building, and dialogue to balance interests.
This document discusses the transition from traditional to agile software development approaches. It outlines some key differences, including that traditional approaches assume linear processes while agile embraces unpredictability. It also discusses how agile uses self-organizing teams and facilitative leadership rather than command-and-control hierarchies. Specifically, it explains that self-organizing teams require differentiated tasks, internal control over boundaries and goals, and how the role of a facilitative leader is to help teams achieve goals by removing obstacles rather than directing work.
Organization Development is a dynamic, values-based approach to systems change in organizations and communities. Creating the right Agile mindset has always been a challenge for IT organizations. Can we use a OD lens to get it right ?
This document discusses several principles and theories of organization and management, including:
1. Herbert Simon's principles of administrative efficiency through specialization of tasks, hierarchy of authority, and limiting span of control.
2. Luther Gulick's notes on the theory of organization, discussing organizing workers by purpose, process, clientele, or place.
3. Frederick Taylor's scientific management theory which aimed to improve efficiency through developing scientific approaches to tasks and selecting/training workers.
4. Challenges and ambiguities are discussed around concepts like specialization, unity of command, span of control, and organizing by purpose versus other approaches. Overall the document analyzes different views on dividing and coordinating work in
This document discusses key topics in organization theory, including challenges faced by large corporations like Xerox, IBM, and Microsoft. It covers issues such as responding to external stakeholders, coping with size and bureaucracy, power and politics, and managing innovation and change. Other topics include globalization, ethics, the impact of new technologies like e-commerce, and changing demographics in the workforce. The document establishes that organizations are social systems designed to achieve goals, and examines their technical core and various support functions. It also discusses open vs closed systems and different approaches to organization theory over time.
Hello Everyone!
This is a ppt on management concepts. It covers most of the topics related to management. By reading this you will get a brief idea about the concepts of management. It will also be very helpful from university exam point of view. Students can also makes notes of it. This topic is very important for opting any management course. Hope you will like the ppt and make a good learning of it.
Read and Enjoy!
Thank You!
The science of organizational change - summary and chapter descriptionPaul Gibbons
What can 21st century science teach us about leading change? Mindfulness, choice architecture, risk psychology, evidence-based management, influencing with facts, VUCA, systems thinking, cognitive biases and much more (really).
SAB Henley Presentation - Organisational change and developmentDr Rica Viljoen
This document discusses organizational change and development based on a multi-decade study. It summarizes insights from literature reviews and expert interviews conducted in the 1980s, 1990s, 2000s, and 2010s on topics related to leadership theories and strategic human resources. Key concepts identified over time include transformational leadership, emotional intelligence, shared leadership, complexity, culture, and sustainability. The document also outlines strategic frameworks and models for measuring engagement across cultures. It emphasizes the importance of an inclusive approach to change that considers individual, group, and organizational potential within specific industry and cultural contexts.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
This document discusses the transition from traditional to agile software development approaches. It outlines some key differences, including that traditional approaches assume linear processes while agile embraces unpredictability. It also discusses how agile uses self-organizing teams and facilitative leadership rather than command-and-control hierarchies. Specifically, it explains that self-organizing teams require differentiated tasks, internal control over boundaries and goals, and how the role of a facilitative leader is to help teams achieve goals by removing obstacles rather than directing work.
Organization Development is a dynamic, values-based approach to systems change in organizations and communities. Creating the right Agile mindset has always been a challenge for IT organizations. Can we use a OD lens to get it right ?
This document discusses several principles and theories of organization and management, including:
1. Herbert Simon's principles of administrative efficiency through specialization of tasks, hierarchy of authority, and limiting span of control.
2. Luther Gulick's notes on the theory of organization, discussing organizing workers by purpose, process, clientele, or place.
3. Frederick Taylor's scientific management theory which aimed to improve efficiency through developing scientific approaches to tasks and selecting/training workers.
4. Challenges and ambiguities are discussed around concepts like specialization, unity of command, span of control, and organizing by purpose versus other approaches. Overall the document analyzes different views on dividing and coordinating work in
This document discusses key topics in organization theory, including challenges faced by large corporations like Xerox, IBM, and Microsoft. It covers issues such as responding to external stakeholders, coping with size and bureaucracy, power and politics, and managing innovation and change. Other topics include globalization, ethics, the impact of new technologies like e-commerce, and changing demographics in the workforce. The document establishes that organizations are social systems designed to achieve goals, and examines their technical core and various support functions. It also discusses open vs closed systems and different approaches to organization theory over time.
Hello Everyone!
This is a ppt on management concepts. It covers most of the topics related to management. By reading this you will get a brief idea about the concepts of management. It will also be very helpful from university exam point of view. Students can also makes notes of it. This topic is very important for opting any management course. Hope you will like the ppt and make a good learning of it.
Read and Enjoy!
Thank You!
The science of organizational change - summary and chapter descriptionPaul Gibbons
What can 21st century science teach us about leading change? Mindfulness, choice architecture, risk psychology, evidence-based management, influencing with facts, VUCA, systems thinking, cognitive biases and much more (really).
SAB Henley Presentation - Organisational change and developmentDr Rica Viljoen
This document discusses organizational change and development based on a multi-decade study. It summarizes insights from literature reviews and expert interviews conducted in the 1980s, 1990s, 2000s, and 2010s on topics related to leadership theories and strategic human resources. Key concepts identified over time include transformational leadership, emotional intelligence, shared leadership, complexity, culture, and sustainability. The document also outlines strategic frameworks and models for measuring engagement across cultures. It emphasizes the importance of an inclusive approach to change that considers individual, group, and organizational potential within specific industry and cultural contexts.
This document provides an overview of organizational behavior (OB). It defines OB as the systematic study of how individuals and groups act within organizations. The goals of OB are to describe, understand, predict, and control human behavior in organizations. Key forces that affect organizations are people, structure, technology, and the external environment. OB draws from multiple contributing disciplines including psychology, sociology, and social psychology. Fundamental concepts of OB include the nature of people and organizations. Models of OB help explain organizational behavior. Organizational culture and social systems frameworks are also discussed. Approaches to and limitations of OB are presented.
Managers plan, organize, lead, and control the work of others to help achieve organizational goals. They oversee the four functions of management - planning, organizing, controlling, and leading. Managers require conceptual skills like analytical thinking, technical skills like computer skills, and human skills like communication. Organizational behavior is the study of human behavior in organizational settings, how employee behavior and attitudes impact the organization, and how to improve performance. It draws from psychology, sociology, communications, and other disciplines to understand workplace behavior and design effective organizations. Understanding organizational behavior helps managers improve organizational effectiveness and efficiency.
This document discusses organizational behavior and key concepts in management. It defines organizational behavior as the study of how individuals and groups act within organizations and how an understanding of human behavior can help manage people more effectively. It outlines the main management functions of planning, organizing, leading, and controlling. It also discusses why studying organizational behavior is important for understanding employee behavior and improving organizational performance and productivity.
This document discusses organizational development (OD) by defining it, outlining its evolution and characteristics, and describing common OD interventions. It defines OD as planned efforts to increase organizational effectiveness through behavioral science interventions. Key figures who advanced OD include Blake and Mouton, Shepard, McGregor, and Beckhard. Common interventions discussed include action research, sensitivity training, surveys, and socio-technical methods. Generations of OD moved from individual to larger scale interventions focused on leadership, transformation, and learning organizations.
1. The document discusses strategies for project managers to introduce new ideas and deal with resistance to change. It explores how to create a need for change, introduce a change plan, and stabilize and reinforce changes.
2. Various barriers to change are identified, including fear of loss, mistrust of leaders, and discomfort with change. The document provides tools to understand and address these barriers.
3. Key strategies discussed include developing a shared vision, acknowledging concerns, revising plans based on feedback, and sustaining changes over time through training and new systems. The goal is managing change effectively while gaining employee commitment.
Contingency theory proposes that there is no single best way to organize or lead an organization, and that the optimal approach depends on internal and external situational factors. Key points of contingency theory include: 1) different leadership styles are appropriate for different situations; 2) organizations perform best when their structure fits both the environment and the needs of its members; and 3) managers must analyze each unique situation to determine the most effective approach. Contingency theory rejects the notion that universal management principles can be applied in all cases.
This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.
The document provides an overview of 12 organizational diagnostic models:
1. Force Field Analysis (1951) which depicts driving and restraining forces for change.
2. Leavitt's Model (1965) which specifies four interdependent variables: structure, technology, tasks, and people.
3. Likert System Analysis (1967) which describes four types of management systems based on organizational dimensions.
4. Open Systems Theory (1966) which views organizations as dependent on their environment for inputs, throughputs, outputs, and renewed inputs.
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
ROLE OF RESEARCH,LEADERSHIP AND MANAGEMENTJennifer Mary
The document discusses the roles of research, leadership, and management in nursing. It defines research and outlines its significance and purposes in nursing, including improving patient outcomes. Leadership is defined and different theories are examined. The document also discusses the need for leadership in nursing and skills required of nurse leaders. Key components of management like planning, organizing, and budgeting are outlined. The conclusion emphasizes the importance of research, leadership, and management skills for nurses.
The document discusses the system approach and contingency approach to management. The system approach views an organization as a unified system composed of interrelated parts working toward a common goal. It allows managers to see the organization as a whole and consider how decisions in one department impact others. The contingency approach states there is no universally best way to manage, and the approach depends on internal factors like tasks and people, and external factors like economic conditions and technology. Organizations need different structures based on their unique situations.
An organization is a deliberately structured social group established to achieve common goals. An organization combines raw materials, capital, labor, and knowledge to produce goods and services. It has four main components - tasks, people, structure, and technology.
Leadership theories have evolved over time from focusing on innate traits to behaviors to contingency factors. Early trait theories proposed that great leaders are born with certain traits. Behavioral theories examined what leaders do rather than inherent qualities. Contingency theories recognize that effective leadership depends on matching leader style to situational factors like task structure and leader-member relations.
The document discusses trends in strategic management, including the rise of new economy concepts in the 1990s, major themes in business strategy like cost cutting and outsourcing, and forces shaping company strategies in the early 2000s like advances in technology and demands from society. It also covers emerging organizational forms like process-based organizations, project-based organizations, and network organizations. Key leadership competencies needed for the future are discussed, like creativity, flexibility, and vision. Complexity theory and its implications for management, like emergence and agent-based search, are summarized.
Organisational development b.com vith sem (optional) Bangalore UniversityTriyogi Triyogi
This document provides information about organizational development including:
1. Definitions of organizational development as a systematic process using behavioral science to improve organizational effectiveness.
2. Characteristics of organizational development such as being system-wide and value-based.
3. Models that drive organizational development including the action research model.
4. Goals of organizational development like improving job satisfaction and communication.
5. Stages in organizational development programs including initial diagnosis, data collection, and implementation of interventions.
6. Techniques used in organizational development like sensitivity training, team building, and survey feedback.
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
Organisational Behaviour Theories and Principles Dr.Aravind TS
This document provides an overview of several organizational theories and principles, including:
- Bureaucracy, with its key characteristics like hierarchy, rules, and division of labor as described by Max Weber.
- Scientific Management as developed by Frederick Taylor, which focused on separating planning from doing work, job analysis, and using financial incentives.
- Administrative Management Theory of Henri Fayol, which emphasized unity, authority, discipline, and developing managerial qualities.
- Modern theories like Reengineering, Benchmarking, Empowerment, Systems Approach, and Total Quality Management. The document outlines some of the main ideas and approaches of these various organizational frameworks.
This document summarizes key topics from a lecture on organization, including organization structure, design elements, and change management. It discusses types of organizational structure like functional and divisional structures. It also covers concepts like work specialization, span of control, and centralization versus decentralization. Change management theories by Lewin are summarized, including the three steps of change: unfreezing, moving, and refreezing. Finally, it briefly touches on organizational culture and issues in management.
Change Leadership Leading Significant ChangeTony Warner
This document discusses strategic change leadership. It provides several key points about the role of a strategic change leader:
1. A strategic change leader recruits people who are passionate about the vision, breathes life into the vision, models positive behaviors, and challenges others in an intellectually stimulating way.
2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership.
3. Strategic leadership is the ability to anticipate needs for change, envision possibilities, maintain flexibility and empower others to create strategic change through substance and process. This involves determining organizational purpose and vision, exploiting core competencies
Organization Development tactics for startupsVijaya Devi S
The world of start-ups require people of high quality talent and dedication. It also requires a certain mindset to engage effectively with change, ambiguity, uncertainty, chaos, growth, etc. As start-ups grow and evolve, this demands the individuals and teams to grow and evolve as well. This session will offer insights into :
ideas and tools for Individual growth and development
understanding team dynamics for better team management
Designing Organizations for a positive Culture
This document discusses cultural control and diversity in organizations. It covers topics like cultural control, organizational socialization, ideology, diversity perspectives, and managing diversity. The key points are:
1) Organizational culture arises from complex forces and is difficult for managers to control directly, though they can influence values through vision statements and socialization.
2) Diversity increases alternative perspectives that can challenge dominant ideologies. As demographics change, organizational cultures must adapt.
3) Traditional diversity perspectives view it as a means to increase productivity, while newer approaches emphasize valuing all individuals and perspectives.
Managers plan, organize, lead, and control the work of others to help achieve organizational goals. They oversee the four functions of management - planning, organizing, controlling, and leading. Managers require conceptual skills like analytical thinking, technical skills like computer skills, and human skills like communication. Organizational behavior is the study of human behavior in organizational settings, how employee behavior and attitudes impact the organization, and how to improve performance. It draws from psychology, sociology, communications, and other disciplines to understand workplace behavior and design effective organizations. Understanding organizational behavior helps managers improve organizational effectiveness and efficiency.
This document discusses organizational behavior and key concepts in management. It defines organizational behavior as the study of how individuals and groups act within organizations and how an understanding of human behavior can help manage people more effectively. It outlines the main management functions of planning, organizing, leading, and controlling. It also discusses why studying organizational behavior is important for understanding employee behavior and improving organizational performance and productivity.
This document discusses organizational development (OD) by defining it, outlining its evolution and characteristics, and describing common OD interventions. It defines OD as planned efforts to increase organizational effectiveness through behavioral science interventions. Key figures who advanced OD include Blake and Mouton, Shepard, McGregor, and Beckhard. Common interventions discussed include action research, sensitivity training, surveys, and socio-technical methods. Generations of OD moved from individual to larger scale interventions focused on leadership, transformation, and learning organizations.
1. The document discusses strategies for project managers to introduce new ideas and deal with resistance to change. It explores how to create a need for change, introduce a change plan, and stabilize and reinforce changes.
2. Various barriers to change are identified, including fear of loss, mistrust of leaders, and discomfort with change. The document provides tools to understand and address these barriers.
3. Key strategies discussed include developing a shared vision, acknowledging concerns, revising plans based on feedback, and sustaining changes over time through training and new systems. The goal is managing change effectively while gaining employee commitment.
Contingency theory proposes that there is no single best way to organize or lead an organization, and that the optimal approach depends on internal and external situational factors. Key points of contingency theory include: 1) different leadership styles are appropriate for different situations; 2) organizations perform best when their structure fits both the environment and the needs of its members; and 3) managers must analyze each unique situation to determine the most effective approach. Contingency theory rejects the notion that universal management principles can be applied in all cases.
This document discusses the role of change agents and leadership. It describes change agents as people who act as catalysts to manage change. It lists the skills required for change agents, such as being able to sense the business environment and maximize information flow. It then discusses the concepts of Level 5 Leadership from the book "Good to Great", where Level 5 leaders channel their ego away from themselves and into building a great company. The rest of the document outlines the key concepts from "Good to Great" that led to breakthrough results, including getting the right people first, confronting brutal facts, having a hedgehog concept, creating a culture of discipline, using technology accelerators, and pushing the flywheel of success through consistent efforts over time.
The document provides an overview of 12 organizational diagnostic models:
1. Force Field Analysis (1951) which depicts driving and restraining forces for change.
2. Leavitt's Model (1965) which specifies four interdependent variables: structure, technology, tasks, and people.
3. Likert System Analysis (1967) which describes four types of management systems based on organizational dimensions.
4. Open Systems Theory (1966) which views organizations as dependent on their environment for inputs, throughputs, outputs, and renewed inputs.
ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ.
1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.
3)Самоанализ.
ROLE OF RESEARCH,LEADERSHIP AND MANAGEMENTJennifer Mary
The document discusses the roles of research, leadership, and management in nursing. It defines research and outlines its significance and purposes in nursing, including improving patient outcomes. Leadership is defined and different theories are examined. The document also discusses the need for leadership in nursing and skills required of nurse leaders. Key components of management like planning, organizing, and budgeting are outlined. The conclusion emphasizes the importance of research, leadership, and management skills for nurses.
The document discusses the system approach and contingency approach to management. The system approach views an organization as a unified system composed of interrelated parts working toward a common goal. It allows managers to see the organization as a whole and consider how decisions in one department impact others. The contingency approach states there is no universally best way to manage, and the approach depends on internal factors like tasks and people, and external factors like economic conditions and technology. Organizations need different structures based on their unique situations.
An organization is a deliberately structured social group established to achieve common goals. An organization combines raw materials, capital, labor, and knowledge to produce goods and services. It has four main components - tasks, people, structure, and technology.
Leadership theories have evolved over time from focusing on innate traits to behaviors to contingency factors. Early trait theories proposed that great leaders are born with certain traits. Behavioral theories examined what leaders do rather than inherent qualities. Contingency theories recognize that effective leadership depends on matching leader style to situational factors like task structure and leader-member relations.
The document discusses trends in strategic management, including the rise of new economy concepts in the 1990s, major themes in business strategy like cost cutting and outsourcing, and forces shaping company strategies in the early 2000s like advances in technology and demands from society. It also covers emerging organizational forms like process-based organizations, project-based organizations, and network organizations. Key leadership competencies needed for the future are discussed, like creativity, flexibility, and vision. Complexity theory and its implications for management, like emergence and agent-based search, are summarized.
Organisational development b.com vith sem (optional) Bangalore UniversityTriyogi Triyogi
This document provides information about organizational development including:
1. Definitions of organizational development as a systematic process using behavioral science to improve organizational effectiveness.
2. Characteristics of organizational development such as being system-wide and value-based.
3. Models that drive organizational development including the action research model.
4. Goals of organizational development like improving job satisfaction and communication.
5. Stages in organizational development programs including initial diagnosis, data collection, and implementation of interventions.
6. Techniques used in organizational development like sensitivity training, team building, and survey feedback.
The document discusses leading organizational change through transformation at PT Pos Indonesia. It describes how PT Pos Indonesia transformed from a slow, unprofitable organization to a profitable and innovative company through strategic initiatives. These included establishing a sense of urgency for change, developing a new vision and strategies, empowering employees, generating short-term wins, and institutionalizing changes into the organizational culture. Key changes involved transforming the corporate culture, ICT infrastructure, financial performance, business lines, and leadership approach to drive organizational change. The transformation helped PT Pos Indonesia achieve consistent profits and pursue new growth opportunities.
Organisational Behaviour Theories and Principles Dr.Aravind TS
This document provides an overview of several organizational theories and principles, including:
- Bureaucracy, with its key characteristics like hierarchy, rules, and division of labor as described by Max Weber.
- Scientific Management as developed by Frederick Taylor, which focused on separating planning from doing work, job analysis, and using financial incentives.
- Administrative Management Theory of Henri Fayol, which emphasized unity, authority, discipline, and developing managerial qualities.
- Modern theories like Reengineering, Benchmarking, Empowerment, Systems Approach, and Total Quality Management. The document outlines some of the main ideas and approaches of these various organizational frameworks.
This document summarizes key topics from a lecture on organization, including organization structure, design elements, and change management. It discusses types of organizational structure like functional and divisional structures. It also covers concepts like work specialization, span of control, and centralization versus decentralization. Change management theories by Lewin are summarized, including the three steps of change: unfreezing, moving, and refreezing. Finally, it briefly touches on organizational culture and issues in management.
Change Leadership Leading Significant ChangeTony Warner
This document discusses strategic change leadership. It provides several key points about the role of a strategic change leader:
1. A strategic change leader recruits people who are passionate about the vision, breathes life into the vision, models positive behaviors, and challenges others in an intellectually stimulating way.
2. They don't interfere with the change process but have the courage to let it happen. They discover talents within the organization and build an environment that fosters creativity and a sense of ownership.
3. Strategic leadership is the ability to anticipate needs for change, envision possibilities, maintain flexibility and empower others to create strategic change through substance and process. This involves determining organizational purpose and vision, exploiting core competencies
Organization Development tactics for startupsVijaya Devi S
The world of start-ups require people of high quality talent and dedication. It also requires a certain mindset to engage effectively with change, ambiguity, uncertainty, chaos, growth, etc. As start-ups grow and evolve, this demands the individuals and teams to grow and evolve as well. This session will offer insights into :
ideas and tools for Individual growth and development
understanding team dynamics for better team management
Designing Organizations for a positive Culture
This document discusses cultural control and diversity in organizations. It covers topics like cultural control, organizational socialization, ideology, diversity perspectives, and managing diversity. The key points are:
1) Organizational culture arises from complex forces and is difficult for managers to control directly, though they can influence values through vision statements and socialization.
2) Diversity increases alternative perspectives that can challenge dominant ideologies. As demographics change, organizational cultures must adapt.
3) Traditional diversity perspectives view it as a means to increase productivity, while newer approaches emphasize valuing all individuals and perspectives.
The document outlines the key activities that should be completed before, during, and after a webinar. It lists tasks such as defining goals and evaluation metrics, creating presentation materials, registering attendees, sending reminders, testing technology, conducting the webinar, and following up with recordings and feedback. The checklist helps ensure all necessary steps are addressed to plan, promote, deliver, and follow up on a successful webinar.
NowFloats Sales Training - September 10 2013NowFloats
The document summarizes a sales training workshop for NowFloats covering the sales process from pre-sales through post-sales. It breaks the process down into stages including pre-sales (lead generation, analysis, appointments, CRM), sales (structure, processes, support, CRM), sales operations (onboarding, invoicing, account creation, training), and post-sales (relationship management, feedback, renewal). Each stage includes descriptions of the relevant activities, people involved, and any supporting technology like CRM.
This document discusses how pre-sales and post-sales support can be used to increase sales during the Christmas season. It provides 10 tips for using pre-sales and post-sales support, including reassuring customers, offering incentives, allowing customers to test products, providing demonstrations, offering warranties, following up with customers, apologizing for issues, acting urgently to fix problems, showing appreciation, and surveying customers. Pre-sales and post-sales support can be delivered through various communication channels like call centers, social media, and mobile apps.
The document outlines a learning and development strategy for a banking industry that focuses on developing core competencies through various training programs to address skills gaps, improve business growth, and enhance employee capabilities. It details the strategic focus areas, learning models, phases of learning and development, program implementation approaches and activities, and effectiveness assessment process. The goal is to reconstruct the learning culture and actively manage learning to bridge skills gaps that impact leadership, service mindset, and internalization of core values.
Chapter 8 - Organizational Behavior: Power, Politics, Conflict, and Stressdpd
The document discusses key concepts in organizational behavior including personality, perception, attitudes, power, politics, conflict, and stress. It defines these terms and explains how they relate to each other and influence workplace performance. Some of the major points covered are the five dimensions of personality, the attribution process, sources and types of power, political behaviors, managing functional and dysfunctional conflict, and causes and management of job stress.
Power and politics are an inevitable part of organizational life. Power arises from an actor's ability to realize their will even when facing resistance from others. Sources of power include legitimacy, uncertainty, and control over critical resources. Politics emerge from structural divisions, complexity, issue salience, and past history. Organizations are political arenas where resistance to change is normal. Both direct domination and softer techniques like empowerment and surveillance are used to exert influence. Decision-making is boundedly rational and influenced by biases, interests, and fluid participation. Positive uses of power involve ethical goals, understanding stakeholder views, developing influence bases, and appropriate strategies.
Influencing styles for effective leadershipAli Zeeshan
This document provides an overview and agenda for a webinar on influencing styles for effective leadership. It introduces the presenter, Ian Moody, and discusses some key concepts that will be covered in the webinar, including influencing corporate culture, power in organizations, sources and uses of power, control in organizations, influencing and negotiation tactics, and psychological principles of influence. The webinar will provide attendees with information and strategies for effectively influencing others and achieving leadership goals.
This document discusses leadership and power in organizations. It defines leadership as the process of influencing others to work towards shared objectives. There are different conceptions of power, including power as the ability to influence others and authority as the right to exercise control based on one's position. Power can lead to commitment, compliance, or resistance from targets. Leaders have different types and sources of power, such as position power (legitimate, reward, coercive), personal power (referent, expert), and ecological power over the environment. Power is not static and can be gained or lost over time based on social exchange theory and strategic contingencies theory. Effective leaders rely more on expert and referent power. The document concludes that leaders need some power
This document discusses power and political behavior in organizations. It defines power as the ability to influence others, which is based on dependence. Dependence arises when others rely on resources controlled by powerful individuals. There are two bases of power: formal power from one's position, and personal power from expertise and respect. Formal power includes coercive, reward, and legitimate power. Personal power includes expert and referent power. Political behavior is the non-required activities used to influence resource distribution. Politics cannot be avoided because organizations have competing interests and limited resources.
Power and political behavior ! edhole.comEdhole.com
This document discusses power and political behavior in organizations. It defines power as the ability to get things done and influence outcomes. Political behavior involves developing and using power through various strategies and tactics. The document outlines different bases of power in organizations, such as position power and expertise. It also discusses building power through networks, reputation, and controlling resources. The document notes political behavior can have positive and negative aspects, and considers ethical issues surrounding its use. It concludes with guidelines for engaging in political behavior ethically.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
This document discusses power and politics in organizations. It defines power as one's ability to influence others, and contrasts power with leadership. Power relies on others' dependence, while leadership focuses on goal achievement with followers. The document outlines formal and personal bases of power, as well as tactics for translating power into influence. It discusses how politics naturally arises from scarce resources, defensive behaviors employees use in response to politics, and impression management techniques. Overall, it analyzes power dynamics and their implications for management.
This document discusses power and decision making in public organizations. It covers several key points:
1) Power comes from various sources like control over resources or expertise, and influences decision outcomes and organizational effectiveness. Understanding power dynamics is important.
2) Decision making is complex due to unclear goals, constraints, and political factors. Models include fully rational approaches, incrementalism, and garbage can theory where problems and solutions are loosely connected.
3) Strategic management tools like environmental scans, SWOT analyses, and Miles and Snow typologies can help organizations develop strategies to achieve goals given their context. However, applying theories faces challenges due to variations in public sector settings.
- OD consultants play three roles - entering, contracting, and diagnosing organizations. The entering phase involves building relationships and understanding company culture while contracting establishes formal agreements. Diagnosing requires understanding organizational politics and culture.
- Organizational culture and politics significantly influence organizational development. Culture provides shared norms and meanings while politics involves self-interest that can help or hinder goals.
- Constructive politics aims to promote inclusive governance through informed decision making and representation of all groups.
This document discusses various topics related to organizational change and power dynamics. It describes four types of change agents, three common roles they take on, and 10 characteristics of successful change. It also lists four common reasons why change efforts fail and five sources of power within organizations. Throughout, it provides definitions and explanations of key change management and power/politics-related concepts.
ORGANIZATIONAL POWER AND POLITICS [Autosaved].pptxNeeka2
This document discusses organizational power, politics, and their ethical use. It defines power as one actor's ability to carry out their will over another actor despite resistance. There are various bases of power including referent, expert, legitimate, reward, and coercive power. Political behavior in organizations arises due to ambiguous goals, limited resources, changing technology, and non-programmed decisions. Managers can limit inappropriate political behavior by recognizing it, treating all employees fairly, and ensuring the ethical use of various power bases.
Power refers to the ability to influence others and make things happen as desired. There are various sources of power within organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Empowerment involves managers helping others acquire and use power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Factors like available rewards and punishments influence political behavior. Managing politics effectively requires understanding the organizational culture, building credibility and support networks, implementing clear policies, and acting consistently with communications.
This document discusses organizational power and politics. It defines organizational politics as using deception and dishonesty for self-interest, which can lead to conflict. While politics is often viewed negatively, it can also be used positively to achieve organizational goals. The document also examines the nature of politics in organizations, including that it is more common at upper levels and in certain decision domains like structural change, management succession, and resource allocation. It outlines various political tactics like building coalitions and controlling information, as well as sources of power including formal position, resources, and network centrality.
This document discusses organizational power and politics. It defines political behavior as using deception and dishonesty for self-interest, but notes that political behavior can also be used appropriately to serve organizational goals. Political behavior involves using power to influence decisions. The document also discusses the nature of organizational politics, domains of political activities, political tactics for using power, types of organizational power including legitimate, reward, coercive, expert and referent power. It notes power can come from formal positions, resources, control of information and decision premises, and network centrality. Horizontal power between departments can arise from strategic contingencies, dependency, financial resources, and coping with uncertainty.
This document summarizes several theories of organizational control and management. It describes classical theories from Taylor, Fayol and Weber that focused on scientific management and bureaucracy. It then discusses transitional theories from Follett and Barnard that emphasized human factors. Next, it outlines the human relations movement based on the Hawthorne studies. Finally, it presents several human resource development theories including Maslow's hierarchy of needs, McGregor's Theory X and Y, Likert's systems of management, and Ouchi's Theory Z.
This document discusses organization and development in nursing. It covers key concepts like authority, power, roles, responsibilities, and communication. It describes the organizational structure of healthcare delivery from the federal level down to local levels. It also discusses universities' organizational structures and key aspects of staffing like requirements, projections, recruitment, and the roles of nursing managers. Organization is defined as relating specific duties to achieve common goals and determines employee behavior through roles, power, and communication. Effective organization is important as it increases efficiency, ensures optimal resource use, and helps achieve objectives.
This document discusses power and politics in organizations. It defines power as the ability to influence others and notes that power comes from both formal position and personal attributes. Having power allows one to influence decisions, resources, and agendas. The document outlines different types of individual power including position power from one's legitimate authority, and personal power from expertise or likability. It also discusses tactics for increasing power and how power can be used positively or negatively. The document defines politics as how power is used to influence goals and decisions through compromise rather than rational processes. It examines causes of political behavior and strategies for both handling politics and controlling its negative impacts in organizations.
This document discusses power and conflict in organizational settings. It defines power as the ability to influence others and notes that power comes from both formal positions and informal characteristics. There are various sources of power including reward, legitimate, coercive, expert, and referent powers. Conflict arises from differences in goals, perceptions, and interests between individuals and groups. Conflict can occur at the individual, interpersonal, intergroup, and organizational levels. Both functional and dysfunctional conflicts are explored as well as strategies for managing conflicts through prevention, resolution, and simulation.
Power and Influence are a part social interaction and group dynamics. When power and influence are deployed for progressive and pragmatic ends, society is the better for it.
Power refers to the ability to influence others and make things happen according to one's will. There are various sources of power in organizations, including legitimate power, reward power, coercive power, expert power, and referent power. Managers acquire power through their position, expertise, visibility, and expanding their networks. Empowerment involves helping employees acquire power to make decisions affecting themselves and their work. Organizational politics involves intentionally enhancing self-interest through activities to develop and use power and resources to achieve preferred outcomes. Managing politics effectively involves establishing credibility, building support networks, implementing clear policies, and acting consistently.
4. Stakeholder Analysis
• To identify stakeholders
• their interests, expectations and influence
• To build coalitions and potential
partnerships to enhance project’s
success
5. Concept of Power
Power is relational
Power is always exercised in context
of relationship between two actors
It does not reside in actors themselves
Power, control and conflict are related
“conflict is a manifestation of continuous struggle
over control that power relations imply”
6. Power and Politics
• What do we see in organizations ?
– Rationality, openness, trust, collaboration
OR
– Self-interests, ‘backstaging’, deceit, competition
• Major decisions and significant changes are
particularly liable to high political activity
• Decision makers often face scarcity of
resources, competing goals, interdependence
and other sources of conflict
• May lead to sub-optimal decisions
• Organizations cannot be understood without a
knowledge of political motives, agenda and
behaviour
7. Power and Politics
“Organizational politics involves those activities taken
within organizations to acquire, develop and use power
and other resources to obtains one’s preferred outcomes in
a situation in which there is uncertainty or dissensus
about choices” – Jeffrey Pfeffer
Different interests are built into organizational structures
Therefore, each decision means negotiation and
renegotiation in a never-ending stream of political
manoeuvring that constitutes everyday organizational
life
8. Questions on Power
What determines the power of various social
actors ?
What are the conditions under which power is
used ?
What strategies can one use to develop power ?
How can managers enhance their chances of
having their power legitimized ?
9. Developing and Using Power
Develop power by
– Creating dependence in others
– Coping with uncertainty on behalf of others
– Developing personal network
– constantly augmenting one’s expertise
Use Power to
Control information flow to others
Control agenda (issue definition, issue exclusion)
Control decision-making criteria
Cooptation and coalition building
Bring in outside experts to bolster one’s position
10. Outlooks on Organization
Power
• Modern (60s, 70s)
• Rational Models of Authority and Hierarchy
• Power and authority is legitimate to control
production and improve organizational efficiency
• Max Weber and Frederick Taylor were the early
proponents of the rational mode
• Later included power and politics into organizations
theories as researchers found undeniable evidence
of the same
• ‘Rational model assumes that decision-makers
agree about the decision-making rules, organization
goals, and have no disagreement’
11. Outlooks on Organization
Power
• Critical (80s)
• Questioning the institutionalization of power and
the legitimacy of managerial control
• ‘Control happens thru hegemony, ideologies and
subtle and incessant influence’
• Focus is on humanistic, ethical, and
inclusive decision making processes as
alternative for the rational ideal
• Analyses ‘why the dominated groups give
active consent to their own exploitation’
12. • Postmodern (90s)
• Development and use of knowledge are always
power plays
• Organizations are products and producers of
disciplinary power
• Control is through disciplinary technologies and
self-surveillance
Outlooks on Organization
Power
14. Strategic Contingency Theory
• “Ability of an actor to protect others from
uncertainty determines his/her power”
• The case of unexpected amount of power of
maintenance workers in a cigarette company
• Coping with uncertainty generates power only when
its task is central to the operations of the
organization
• Identifying strategic contingencies (locating sources
of uncertainty) and converting that into power
(managing the negative consequences)
15. Resource Dependence Theory
• Power derived from managing uncertainty determines the
distribution of authority within the organizational hierarchy
• Politics of resource dependency : a unit’s use of resources to
legitimate and institutionalize its position rather than
perform its core task
• Environments give rise to uncertainty, uncertainty gives
opportunity for power differentials among organizational
units , power differentiations are used to distribute formal
authority, those granted authority make key decisions that
affect organizational actions that change the environment
and so on
16. Critical Theories of Power
Three faces of power (Steven Lukes,British political and social theorist
)
– Decision making
– Non decision making
– Ability to shape the preferences and perceptions of
others without their awareness
Labor Process Theory (Harry Braverman, American Sociologist)
• Managers control work systematically by deskilling labor
through job fragmentation and routinization
• Deskilling continues until the work is so simple that it is
easy for the manager to replace workers who put up any
resistance
17. Postmodern Theories
• Disciplinary Power and Surveillance
– Resides in the routine practices of surveillance used in
organizations
– Is considered as normal and useful by employees
– ‘anticipation of control causes people to engage in self-
surveillance’
– Hospitals, schools, prisons, factories are sites of disciplinary power
– Exercised constantly in a network of relationships and shifts from
one person to another as it is produced and reproduced from one
18. Postmodern Theories
• Just as power is everywhere, so is resistance
• Resistance in the form of less work effort,
absenteeism, silence, etc
• Self-surveillance : gaze of inspection and
anticipation of gaze and self-monitoring
• Many HR practices enact the gaze, such as
performance appraisals, psychological tests, etc
20. Perspectives on Power Dynamics
• Position power
– Position power comes from a formal position or authority
– Implies legitimate power for positive or negative sanctions
– This use of power is observable and direct
– Resistance to power is seen as illegitimate
– Eg., project manager vs project team members, any
hierarchical organization structure
– Has fewer costs and is non-expendable
– Works top-down
21. Perspectives on Power Dynamics
• Stakeholder Engagement using position power
– Achieving project outcomes through application of
legitimate power
– Decision making is based on exclusion of stakeholders
and employees
– Accepted strategy when there is a situation of crisis
and rapid action is required
– Generally considered as ineffective in achieving
outcomes
– Will ensure compliance when groups are
interdependent, and share a sense of urgency
22. Perspectives on Power
Dynamics
• Personal Power
– Derived from expertise, skills, knowledge,
experience, charisma
– Capacity to influence another person to accept
one’s own ideas and plans
– Visible and observable source of power
– Expert power as a legitimate source of power
– Works in all directions
23. Perspectives on Power
Dynamics
• Achieving project outcomes using knowledge as a
legitimate source of power
• Decision making and decision makers supported
by the expert power bases
• A power base is more likely to influence decision-
making processes when it is scarce
• Resistance can be dealt with by propagating a
vision, and by elaborate communication
• Possession of a power base alone is not sufficient
in influencing, thereby creating coalitions,
multiple relationships, sponsorship, etc
24. Perspectives on Power
Dynamics
• Structural Power
– Power of interdependent groups
– Power relations characterized by co-operation and
competition
– Power balance between individual interests and
interdependent group interests
– Loss in balance leads to conflicts, power games and
controversies in decision-making
– Loss of balance is also inevitable
– Power processes are mostly visible and the exercise of
power is a conscious activity
25. Perspectives on Power
Dynamics
• Achieving project outcomes through conflict
management and negotiation
• All stakeholders play their role, based on their
own interests, their position in the organization
and their departmental power
• Coalitions will form and strive to secure their
interests and power positions
• Resistance to change is either to acquire power or
to escape from it
• Parties with considerable position power and
personal power are in a position to strengthen
their power
26. Perspectives on Power
Dynamics
Culture Power
– The given structure, culture and division of power is taken
as natural and legitimate
– Power has the capacity to shape reality and make people
conform without the explicit need to use power
– Power processes are unconscious
– Management has the opportunity to use culture power to
give meaning to events and contributes to the development
of norms and events
27. Perspectives on Power
Dynamics
Management by seduction
• Stakeholders agree voluntarily on the existing structure,
systems and culture
• Stakeholders identify with the demands of the system
and the culture
• Change of perspective that conceals negative
consequences and highlights positive consequences
• Information is used such that alternatives are never
revealed, omit risks that are taken
• Can lead to mistrust, conflict prevents multiple parties to
come together
28. Perspectives on Power
Dynamics
• Power Dynamics and Dialogue
– How power dynamics can be used to facilitate
processes that cater to the interests of all stakeholders
– Redistributing power so that change strategies are
overt and open to all
– All stakeholders have the opportunity to initiate and
maintain dialogue on pertinent issues
– Dialogue enables exchanging ideas, and cross
influencing attitudes and opinions of others
– Neither personal nor position power, nor structural
power nor manipulation
29. Perspectives on Power
Dynamics
• Management through organization learning
• Participative design and development
• Democratic dialogue
• Decision making is based on consultation and
exchange of experiences, ideas and arguments
of all stakeholders
30. THANK YOU
Reference:
1. Organization Theory : Modern, Symbolic, and Postmodern
Perspectives, Mary Jo Hatch, Ann L. Cunliffe
2. Power Dynamics and Organizational Change:
A Comparison of Perspectives, Jaap J. Boonstra and Kilian M.
Bennebroek Gravenhorst