1 / 13

Reframing Organizations , 3 rd ed.

Reframing Organizations , 3 rd ed. Chapter 10. The Manager as a Politician. The Manager as a Politician. Skills of the manager as a politician Ethics and politics. Skills of the Manager as a Politician. Agenda setting (knowing what you want and how you’ll try to get it)

cday
Download Presentation

Reframing Organizations , 3 rd ed.

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Reframing Organizations, 3rd ed.

  2. Chapter 10 The Manager as a Politician

  3. The Manager as a Politician • Skills of the manager as a politician • Ethics and politics

  4. Skills of the Manager as a Politician • Agenda setting (knowing what you want and how you’ll try to get it) • Vision or objective • Strategy for achieving the vision • Mapping the political terrain • Determine the channels of informal communication. • Identify the major players. • Analyze possibilities for internal and external mobilization. • Anticipate the strategies others are likely to employ.

  5. Drawing the Political Map • Frame the central issue—the key choice that people disagree about. • Identify the key players (those who are most likely to influence the outcome). • Where does each player fall in terms of the key issue? • How much power is each player likely to exert? • Example: Belgian bureaucracy • Key issue: Are automated records a good thing?

  6. High Top Management Techies Power Middle Managers Front-line Officials Low Pro-Change Opposed to Change Interests The Political Map as Seen by the “Techies”—Strong Support for and Weak Opposition to Change

  7. High Top Management Techies Middle Managers Front-line Officials Middle Managers Power Low Pro-ChangeOpposed to Change The Real Political Map: A Battle Ground with Strong Players on Both Sides Interests

  8. Skills of the Manager as a Politician (II) • Networking and building coalitions • Identify relevant relationships. • Assess who might resist. • Develop relationships with potential opponents. • Persuade first, use more forceful methods only if necessary.

  9. Skills of the Manager as a Politician (III) • Bargaining and negotiation • Value creating: look for joint gain, win-win solutions. • Value claiming: try to maximize your own gains.

  10. Value Creating: Getting to Yes (Fisher and Ury) • Separate people from problem. “Deal with people as human beings, and the problem on its merits.” • Focus on interests, not positions. • Invent options for mutual gain. • Insist on objective criteria—standards of fairness for a good decision.

  11. Value Claiming: The Strategy of Conflict (Schelling) • Bargaining is a mixed-motive game (incentives to complete and collaborate). • Bargaining is a process of interdependent decisions. • Controlling others’ uncertainty gives power. • Emphasize threats, not sanctions. • Threats are only effective if credible. • Calculate the optimal level of threat: too much or too little can undermine your position.

  12. Morality and Politics • Ethical criteria in bargaining and organizational politics • Mutuality: Are all parties operating under the same understanding of the rules? • Generality: Does a specific action follow a principle of moral conduct applicable to all comparable situations? • Openness: Are we willing to make our decisions public? • Caring: Does this action show care for the legitimate interests of others?

  13. Conclusion • Politics can be sordid and destructive but can also be the vehicle for achieving noble purposes. • Managers need to develop the skills of constructive politicians: • Fashioning an agenda • Mapping the political terrain • Networking and building coalitions • Negotiating

More Related