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Organisations- og Virksomhedsteori

Organisations- og Virksomhedsteori. 7 . Undervisningsgang – 18. marts 2013. Lectures, Spring 2013. Musikkonservatoriet. Har konsulentfirmaet efter jeres mening brugt de rigtige variabler i bestræbelserne på at kunne diagnosticere strukturproblemer i en organisation

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Organisations- og Virksomhedsteori

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  1. Organisations- og Virksomhedsteori 7. Undervisningsgang – 18. marts 2013

  2. Lectures, Spring 2013

  3. Musikkonservatoriet • Har konsulentfirmaet efter jeres mening brugt de rigtige variabler i bestræbelserne på at kunne diagnosticere strukturproblemer i en organisation • Foretag en teoretisk baseret diagnose af de strukturelle problemer på konservatoriet. Hvor er kilden til hovedproblemerne efter jeres mening?? Inddrag gerne sammenligninger fra jeres egne oplevelser fra andre uddannelsesinstitutioner • På baggrund af jeres diagnose må i komme med en teoretisk begrundet plan for, hvorledes konservatoriet kan omstrukturere for at løse sine strukturproblemer

  4. Power, control and conflict One way to think of the relation between power, conflict and control is that conflict is a manifestation between of the continuous struggle over control that power relations imply. Politics Power Power Control Power relations Power Organizational politics involves those activities taken within organizations to acquire, develop, and use power and other resources to obtain one's preferred outcome in a situation in which there is uncertainty or dissensus about choices Conflict

  5. Conceptions of power, control and conflict

  6. Power A A has power over B to the extend that he can get B to do something that B would not otherwise do B Autthorative power Power is always excersised in the context of relationships; hence power is relational • Other, non-authoratative, sources of power: • Personal Charactiristics (charisma) • Expertise (skills, knowledge or information needed by others) • Coersion (threat / force) • Control of scarce and critical material resources • Ability to apply normative sanctions (culture) • Opportunity (access to powerful persons | Nepotism)

  7. Strategies for developing and using power

  8. Control Serving organizational interests • Cybernetic model; • Performance evaluation and feedback. Managers ability to harness intentions of subordinates • Agent theory; • Controlling the motivation and behavior of executives to protect owner interests. • Market, bureaucracy, or clan control; • Introduces benchmarks and other similar concepts for controlling organizational output and behavior. Managers push Serving own interests

  9. Three teories of control

  10. Conflict and performance Zone 1StimulateConflict Zone 2OptimalConflict Zone 3ReduceConflict Work units are: • Cohesive • Productive • Cooperative with other units • Uncooperative • Distracted • Politicized • Hostile to other units • Poorly focused • Unmotivated • Not well integrated

  11. Reducing and stimulating conflicts

  12. Interunit conflict model

  13. IKEA Case

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