Exam 2 Prep

Question 1

Problems with Organizations as coalitions

Answer 1

Sometimes goals conflict within an organization

Question 2

Sources of power

Answer 2

Position Power
Control of rewards
Coercieve power
information and expertise
reputation
personal power
alliances and networks
access and control of agenda
Framing control of meaning and symbols

Question 3

Conflicts in Organizations

Answer 3

Conflict is natural 
Political frame can focus on strategy for dealing with conflict
Forms of organizational conflict
-Hierarchical 
-Horizontal
-Cultural

Question 4

Moral Mazes: The Politics of Getting Ahead

Answer 4

Getting ahead is a political process

Organizations can’t eliminate politics, but they can influence the kind of politics they have.

Question 5

Conclusion of Political Frame

Answer 5

The Political Frame sees a very different world from the traditional view of organizations.
Traditional: organizations are hierarchies, ran by legit authorities who set goals
Political view: organizations are coalitions whose goals are determined by bargaining among other contenders.

Question 6

Assumptions of political frame

Answer 6

• Organizations are coalitions
• Allocation of scarce resources
• Scares resources create conflicts
• POWER IS THE MOST IMPORTANT ASSET
• Goals and decisions arise from negotiation

Question 7

Skills of the manager as a politician

Answer 7

Agenda setting
-vision or objective
Mapping the political terrain
-determine channels of informal communication
Networking and building coalitions
-identify/create relationships
Bargaining and Negotiation
-value creating: looking for joint gain, win-win solutions
-value claiming: try to maximize your own gains

Question 8

Value Creating (fisher)

Answer 8

Separate people from problem
Focus on interest, not positions
Invent options for mutual gain

Question 9

Value Claiming (Schelling)

Answer 9

Bargaining is a mixed-motive game
Process of interdependence decisions
Emphasize threats, not sanctions
Threats are only effective if credible 
Calculate the right level of threat

Question 10

Morality and Politics

Answer 10

Mutuality - are all parties operated under the same understanding of rules
Generality- does a specific action follow a principle of moral conduct
Openness - are we willing to make decisions public?
Caring - Does the action show we care for the interest of others?

Question 11

Managers + Politicians

Answer 11

Fashion & Agenda
Map political terrain
Networking and building coalitions
Negotiating

Question 12

Organizations as Political Agents

Answer 12

Organizations exist in ecosystems
-Depend on environment for resources 
-Need the skills of a politician 
Ecosystem
-Competitors and allies co-evolve

Question 13

Ecosystems

Answer 13

Business Ecosystems
-Windows + Intel = Wintel
Public Ecosystems
-Schools
Business-Government Ecosystems
-Pharmaceutical companies

Question 14

Pfeffer and Salancik (external control of organization)

Answer 14

Organizations are controlled more than they control their external environment
Organizations are “other-directed”
Dilemma: alliances are essential to gain influence, but reduce autonomy

Question 15

Core assumptions (Symbolic Frame)

Answer 15

People create symbols to resolve confusions, find direction, anchor hope and belief.

Question 16

Organization Symbols

Answer 16

Vision: image of future
Heroes and Heroines: Icons and living logos who model core values
Stories and Fairy Tails: Good stories convey information
Ritual: Repetitive, routinized activities that give structure and meaning to daily life.
Ceremony: Grand, Infrequent symbolic occasions

Question 17

Organization Symbols (II) (metaphor, humor, play)

Answer 17

Metaphor: image to compress ambiguity and complexity into an understandable message.
Humor: way to illuminate and break frames
Play: permits relaxing rules to explore alternatives

Question 18

Organizations as Culture

Answer 18

Culture: “how things are done around here”
Culture is both product and process
Managers who understand culture better equipped to understand and influence organizations.

Question 19

Culture/Symbols Conclusion

Answer 19

Symbols help make sense of confusing realities
Culture as basic organizational glue: “the way we do things around here”
Symbols embody and express organizational values, ideology

Question 20

Sources of Success

Answer 20

Play
Spirit
Culture

Question 21

How a culture becomes successful

Answer 21

How someone becomes a part of the group is important
Diversity provides competitive advantage
Examples, not command, hold a team together
Language fosters commitment 
Stories carry history 
Humor can reduce tension
Ritual and ceremony lift spirits
Soul is the secret to success

Question 22

Organizational Theater

Answer 22

A convincing dramaturgical performance builds confidence

Drama may have happy endings

Question 23

Dramaturgical Theory

Answer 23

Internal Focus (organizational participants are players in a drama)

Question 24

Institutional Theory

Answer 24

External Focus on how organizations project image to external audience

Question 25

Isomorphism

Answer 25

Process of becoming similar to other organizations in the same field

Question 26

Organizational Process as Theater

Answer 26

Activities (meetings, planning, performance, appraisal, etc..) often fail to produce intended outcomes, but persist because they help sustain organizational drama

Question 27

Logical Levels of Change

Answer 27

Purpose (who else)
Identity (who)
Beliefs and values (why)
Capabilities (how)
Behavior (what)
Environment (where/when) 

The lower the logical level the harder it is to see out of your skyscraper

Large C coaching:(who else,who and why)
Small C coaching:(how, what, where/when)

Bucket filled with love and service

Empty with helplessness, hopelessness and worthlessness