28 Oct Why do you think crowdsourcing has become popular in recent years? What might be some disadvantages of taking a crowdsourcing approach? When might a company be better off taking a m
1. Discussion Post 4– Chapter 12: Why do you think crowdsourcing has become popular in recent years? What might be some disadvantages of taking a crowdsourcing approach? When might a company be better off taking a more limited approach to open innovation? Please use outside sources and references. (2.5 pts)
Chapter 13:
1. What are the three major phases in Mintzberg's incremental decision process model? Why might an organization recycle through one or more phases of the model? Give an example in each phase.
Chapter 14:
What is the difference between power and authority? Is it possible for a person to have formal authority but no real power? Discuss and give examples.
Chapter 12: Why do you think crowdsourcing has become popular in recent years? What might be some disadvantages of taking a crowdsourcing approach? When might a company be better off taking a more limited approach to open innovation? Please use outside sources and references.
Chapter 14 Conflict, Power, and Politics
Organization Theory and Design
Thirteenth Edition
Richard L. Daft
Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
14
Chapter
1
Learning Objectives
Identify organizational characteristics that can cause intergroup conflict.
Compare and contrast the rational and the political models of organization.
Describe the vertical sources of power in organizations.
Explain the concept of strategic contingencies as it relates to horizontal power in organizations.
Define politics and explain why political activity is necessary.
Identify tactics for increasing and for using power.
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Interdepartmental Conflict in Organizations
Intergroup conflict requires three ingredients:
Group identification
Observable group differences
Frustration
This type of conflict is similar to competition but more severe
Intergroup conflict can occur horizontally across departments or vertically between different levels of the organization
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Sources of Conflict
Sources of intergroup conflict are:
Goal incompatibility
Differentiation
Task interdependence
Limited resources
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Marketing-Manufacturing Areas of Potential Goal Conflict
| MARKETING Versus MANUFACTURING | ||
| Goal Conflict | Operative Goal Is Customer Satisfaction | Operative Goal Is Production Efficiency |
| Conflict Area | Typical Comment | Typical Comment |
| 1. Breadth of product line | “Our customers demand variety.” | “The product line is too broad—all we get are short, uneconomical runs.” |
| 2. New product introduction | “New products are our lifeblood.” | Unnecessary design changes are prohibitively expensive.” |
| 3. Product scheduling | “We need faster response. Our customer lead times are too long.” | “We need realistic commitments that don’t change like wind direction.” |
| 4. Physical distribution | “Why don’t we ever have the right merchandise in inventory?” | We can’t afford to keep huge inventories.” |
| 5. Quality | “Why can’t we have reasonable quality at lower cost?” | “Why must we always offer options that are too expensive and offer little customer utility?” |
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Rational Versus Political Model
The rational model is an ideal that is not fully achievable in the real world, though managers strive to use rational processes whenever possible
Goals are clear, and choices are made logically
The political model involves the push and pull of debate to decide goals and reach decisions
This is how organizations operate much of the time because purely rational procedures do not work for many circumstances
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Sources of Conflict and Use of Rational versus Political Model
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7
Top 10 Problems from Too Much Conflict
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8
Tactics for Enhancing Collaboration
Tactics for enhancing collaboration include:
Create integration devices, such as labor-management teams
Use confrontation and negotiation
Schedule intergroup consultation, such as workplace mediation
Practice member rotation
Create shared mission and superordinate goals
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Negotiation Strategies
Win-Lose Strategy
Define the problem as a win-lose situation.
Pursue own group’s outcomes.
Force the other group into submission.
Be deceitful, inaccurate, and misleading in communicating the group’s needs, goals, and proposals.
Use threats (to force submission).
Communicate strong commitment (rigidity) regarding one’s position.
Win-Win Strategy
Define the conflict as a mutual problem.
Pursue joint outcomes.
Find creative agreements that satisfy both groups.
Be open, honest, and accurate in communicating the group’s needs, goals, and proposals.
Avoid threats (to reduce the other’s defensiveness).
Communicate flexibility of position.
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Power and Organizations
Power is the potential ability of one person or department to influence other people
When referring to the influence of a single person, power can be categorized as either hard or soft:
Individual hard power includes legitimate power, reward power, and coercive power
Personal soft power includes expert power and referent power
Organizational power is the result of structural characteristics
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Power Versus Authority
Authority achieves desired outcomes but only as prescribed by the formal hierarchy and reporting relationships:
Authority is vested in organizational positions
Authority is accepted by subordinates
Authority flows down the vertical hierarchy
Authority is exercised downward along the hierarchy while power can be exercised upward, downward, and horizontally
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Vertical Sources of Power
Formal position is the legitimate power accrued to top positions
Resources can be used as a tool for power
Control of information, a primary business resource, can influence how decisions are made
Network centrality—being centrally located in the organization and having access to critical information and people—provides more effectiveness and influence
Loyal and supportive managers help top executives achieve their goals for the organization
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Information Flow for IT System Decision at Clark Ltd.
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An Illustration of Network Centrality
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The Power of Empowerment
Empowerment is power sharing, the delegation of power or authority to subordinates
Empowering employees enables them to act more freely to accomplish their jobs:
Employees receive information about company performance
Employees have knowledge and skills to contribute to company goals
Employees have the power to make substantive decisions
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Horizontal Sources of Power
Horizontal power pertains to relationships across departments, divisions, or other units
It is not defined by the formal hierarchy or the organization chart
Departments involved with strategic contingencies tend to have greater power than departments not involved in such events and activities
Such departments have one or more power sources: interdepartmental dependency, financial resources, centrality, nonsubstitutability, and coping with uncertainty
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Ratings of Power Among Departments in a Technology Firm
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Strategic Contingencies That Influence Horizontal Power Among Departments
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Political Processes in Organizations
Politics is the use of power to influence decisions toward goals
Organizational politics involve activities to acquire, develop, and use power to influence others
Politics is a mechanism for arriving at consensus when there is high uncertainty and disagreement over goals or priorities
The domains of political activity in most organizations are:
Structural change
Management succession
Resource allocation
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Using Soft Power and Politics
Managers can rely on “hard power” which stems from a person’s position of authority
Effective managers often use “soft power” which is based on personal characteristics and building relationships
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Power and Political Tactics in Organizations
Tactics for Increasing the Power Base
Enter areas of high uncertainty.
Create dependencies.
Provide scarce resources.
Satisfy strategic contingencies.
Political Tactics for Using Power
Build coalitions and expand networks.
Assign loyal people to key positions.
Control decision premises.
Enhance legitimacy and expertise.
Make a direct appeal.
Create a higher purpose.
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Organizational Design Essentials (slide 1 of 2)
Managers use power and politics to manage and resolve conflict.
Although conflict and political behavior can be used for beneficial purposes, managers should enhance collaboration so that conflict between groups does not become too strong.
Individuals in organizations may use sources of hard or soft power, but power in organizations is also the result of structural characteristics.
Sources of power can be vertical or horizontal.
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Organizational Design Essentials (slide 2 of 2)
Politics is often needed to achieve the legitimate goals of a department or organization.
Managers need political skills to exercise soft as well as hard power.
Tactics for increasing power include entering areas of high uncertainty, creating dependencies, providing scarce resources, and satisfying strategic contingencies.
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
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Chapter 11 Organizational Culture and Control
Organization Theory and Design
Thirteenth Edition
Richard L. Daft
Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
11
Chapter
1
Learning Objectives
Define organizational culture and identify symbols, rituals, stories, or other observable elements that signal cultural values in a company you are familiar with.
Describe the four types of organizational culture.
Explain the relationship between culture, corporate values, and performance.
Explain how managers create a high-performance culture.
Contrast a decentralized culture of control with a hierarchical culture of control.
Explain the feedback control model.
Describe the balanced scorecard’s value for organizational control.
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
What is Culture?
Culture is the set of values, norms, guiding beliefs, and understandings that are shared by members of an organization
It is taught to new members as the correct way to think, feel, and behave
Organizational culture exists at two levels:
Visual artifacts and observable symbols
Underlying values, assumptions, beliefs, and thought processes
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Levels of Corporate Culture
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Emergence and Purpose of Culture
Culture provides sense of organizational identity
It serves two critical functions in organizations:
To integrate members so they know how to relate to one another
To help organization adapt to external environment
Internal integration: Members develop a collective identity and understand how to work together effectively
External adaptation: How the organization meets goals and deals with outsiders
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Interpreting/Shaping Culture
Aspects of the organization that can help decode the organizational culture AND be used or changed by managers to shape and influence culture include:
Rites and ceremonies
Stories and sayings
Symbols
Organization structures
Power relationships
Control systems
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Observable Aspects of Organizational Culture
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Organization Chart for Nordstrom Inc.
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Culture and Organization Design
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Cultures can be assessed along many dimensions, such as:
(1) the extent to which the competitive environment requires flexibility or stability
(2) the extent to which the organization’s strategic focus and strength are internal or external
Four categories of culture are associated with these differences: adaptability, achievement, clan, and bureaucratic
Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Culture Strength and Organizational Subcultures
Culture strength is the degree of agreement among members of an organization about specific values
Subcultures reflect the common problems, goals, and experiences of a team or department
Subcultural differences can lead to conflicts between departments or divisions
Cultural conflicts can be particularly challenging in the case of mergers and acquisitions
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Culture and Performance
Culture has a significant impact on organizational performance
Successful companies are those in which managers are evaluated and rewarded for paying careful attention to cultural values and business performance
Such companies have high-performance cultures
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Combining Culture and Performance
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The Cultural Focus of Control Systems
Managers consider both control of the overall organization and control of departments, teams, and individuals
Many companies are adopting a decentralized control process rather than a hierarchical control process
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Hierarchical and Decentralized Methods of Control (slide 1 of 2)
| Hierarchical Control | Decentralized Control | |
| Basic assumptions | People are incapable of self-discipline and cannot be trusted. They need to be monitored and controlled closely. | People work best when they are fully committed to the organization. |
| Actions | Uses detailed rules and procedures and formal control systems. Uses top-down authority, formal hierarchy, position power, supervision, quality control inspectors. Relies on task-related job descriptions. | Features limited use of rules; relies on shared values, group and self-control, selection, and socialization. Relies on flexible authority, flat structure, and expert power; everyone monitors quality. Relies on results-based job descriptions; emphasizes goals to be achieved. |
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Daft, Organization Theory and Design, 13e. © 2021 Cengage. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or part.
Hierarchical and Decentralized Methods of Control (slide 2 of 2)
| Hierarchical Control | Decentralized Control | |
| Actions (continued) | Emphasizes extrinsic rewards (pay, benefits, status). Features rigid organizational culture and distrust of cultural norms as means of control. | Emphasizes extrinsic and intrinsic rewards (meaningful work, opportunities for growth). Features adaptive culture; culture recognized as means for uniting individual, team, and organizational goals for overall control. |
| Consequences | Employees follow instructions and do just what they are told. Employees feel a sense of indifference toward work. Employee absenteeism and turnover is high. | Employees take initiative and seek responsibility. Employees are actively engaged and committed to their work. Employee turnover is low. |
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Feedback Control Model
Feedback is used to determine whether organizational performance meets established standards to help the organization attain
Systems for organizational control consist of the four key steps in a feedback control model
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Organization Level: The Balanced Scorecard (slide 1 of 2)
The balanced scorecard (BSC) is a comprehensive management control syste
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