Interest, conflict and Power
Why should I have to obey the orders of my boss eight hours a
day? He controlâ€™s and orderâ€™s us all the time. Telling us what to
think and do. What gives him the right to do so. The company
pays our salaries, but that really does not mean it has right to
control our beliefs and feelings. It certainly has no right to
reduce us to robots who must obey every commands. We are
HUMANS and not MACHINES.
Types of Political Systems
Form of rule where opposing parties combine in the join management of mutual interests, as in a
coalition ...view middle of the document...
Act towards the relation of both job and career.
Scarcity of resources
14 Most Important Sources of
Morgan States that we can analyse organisational politics by focusing on relations between:
Interest, Conflict and power.
Control of Scare resources
Use of organisational structure, rules and regulations
Control on decision process
Control on knowledge and information
Control on boundaries
Ability to cope with uncertainty
Control on technology
Interpersonal alliances, network, and control of informal organisation.
Control on counter organizations.
Symbolism and the management of meaning
Gender and the management of gender relations
Structural factors that define the stage of action
The power one already has
Ambiguity of Power
In pluralism the organisation is perceived of being made up of
powerful and divergent sub-groups, each with its own legitimate
loyalties and with their own set of objectives and leaders. In
particular two predominant sub-groups in the pluralistic
perspective are the management and trade unions.
4 Pluralist management Styles
Avoiding : Ignoring conflict and hoping theyâ€™ll go away.
Invoking slow procedures to stifle conflict
Appealing to bureaucratic rules to the course of conflict
Looking for deals or trade-offs
Finding satisfactory or acceptable solutions...