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Organization Management2Executive summaryThis report is to ensure that the power and politics are very closely related to each other and isvery difficult to distinguishing between them, power is classified into personal and positionalpower. Some type of power tends to corruption and there are some tactics to covert thiscorruption into the ethical way. The use of power in the firm could be beneficial and safe thefirm from anything not matched with its policies if has been used in an appropriate way and willbe by the politics of the firm which defined as power usage by special tactics coming by thework group and teams. Whatever else organizations may be (problem-solving instruments, socio-technical systems, reward systems, and so on), they are political structures. This means thatorganizations operate by distributing authority and setting a stage for the exercise of power. It isno wonder, therefore, that individuals who are highly motivated to secure and use power find afamiliar and hospitable environment in business. IntroductionIn this report, I will describe the two topis that is power and politics and the second is one is:Work for group and teams, then how these terms are interrelated with each other. I will explainthe power, politics and organization politics, we will highlight the power sharing and effect ofpolitics in organization culture. According to Silva, 2007, the mean of power is originated fromthe position of authority and it's called position power. This definition is supported from theother view, power is mechanism or technique used by the person who's working at themanagerial level to solve problems and conflicts (Hekkala, R. and Urquhart, C., 2013). On theother hand there is another type of power called personal power, this type hasn't originate fromposition of authority but its original by default from individuals, politics are the oblique and dark
Organization Management3side of power and type of corruption and describing the political tactics as "hateful", anotherdescription of politicized decision making is supported in book on the "shadow side" ofmanagement its destiny to the dark side.On the other hand, work groups and loans: we will illustrate the definition and differencesbetween individuals, groups and work groups, I will focus on the factors that factors that affectteam effectiveness with effective and real models from an organisation I observed in casestudies.AnalysisAll sorts of power even absolute power tend to corruption. So, how to use power ethicallyunderstanding and knowing your goals and your organization objectives and target. Examine anddiagnose which employee inside or outside organization can affect and achieve your goals plan.Getting information about each employee you manage and knowing the strengths andweaknesses of each employee (Buchanan, D. and Badham, R., 2008). It should also know thestrength and weakness points of the person, knowing which strategy can affect your employeesby way of exercising power examine and diagnose the feel and action of your employees afteryour tasks or actions. However, the concept of power tends corruption has been criticized.Argued that power affects positively in organization sustainability, power doesn't affectemployees negatively or make them frustrated. To prove this concept, assume that managers whohave a high level of power can work as supporter and assistant to their subordinate and vise-versa. Power sharing in organization culture
Organization Management4Power sharing in organization is related closely with doing of mutual decision making andleadership participation. The most crucial part of politics in teams and work generate from thepeople who are under authority of managers sharing in decision making which track itstheoretical root to human relation approach to management and to esteem of democracy, publicrelationships and interactions and power equivalence, other model of organizational power(Pettigrew, A.M., 2014).Other forms of organization power participation consist of sharing increasing of policy,participation in conflict solving, sharing in objective and goal offering, data sharing andparticipation in all touchable and nontouchable outcomes.Initially, I observed the positive and negative view of team power level. The primary support forthe positive perspective on team power can be found in the shared-leadership literature. Thisliterature suggests that sharing leadership influence, or power, across team members, improvesmembers' empowerment and voice in the team, thereby improving member commitment andinformation exchange, and ultimately team effectiveness. Much support has been found for thesepropositions suggesting that team power level may also set into play positive voice processes andimprove team performance.However, there is also much support for negative effects of team power level. In the negotiationrealm, research has shown that two high-power negotiators are more distrusting of each otherthan two low-power negotiators show that when multiple high-status surgeons interact in ahospital team, conflicts occur and performance suffers. Greer et al. (2010) find in two studies ofteams in the telecommunications and financial sectors that when teams have multiple high-powermembers, teams have higher levels of conflict (particularly logistical process conflicts) and
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