Module #5
Political Frame
Assumptions
Coalitions of diverse individuals and interest
groups
 Enduring differences among members
 Allocation of scarce resources
 Conflict central/power important asset
 Goals/decisions emerge from bargaining,
negotiating, and jockeying for position

The Political Frame…
… takes a pluralistic approach because decisions are
negotiated between subgroups & factions.
1.
What sources of power do various organizational members
hold?
2.
Under what conditions is power exercised?
3.
How is power legitimized?
Coalitions

Individuals/groups objectives and
resources—used to bargain

Dominant coalitions

Subgroups

Membership in variety of subgroup
Sources of Power
(Morgan, 1997)
Formal authority—position
 Control of scarce resources
 Control of rewards
 Use of organizational structure, rules, and
regulations
 Control of decision processes
 Control of knowledge and information
 Control of boundaries

Sources of Power (cont’d)







Ability to cope with uncertainty
Control of technology
Interpersonal alliances, networks—control of the
informal organization
Control of counter organizations
Symbolism and the management of meaning
Gender management/structural functions—
gendered institutions
Power one already has—built on successes
Power and Decision Making

Modernist—based on formal authority
(ala Weber)

Symbolic—based on management of
meaning (charismatic—Weber)

Postmodern—based on deconstruction
of authority—questioning of the system
Conflict (Katz & Kahn)
“A particular kind of interaction marked
by efforts at hindering, compelling, or
injuring and by resistance or retaliation
against those efforts.”
Ways to Stimulate Conflict

Acknowledge repressed conflict

Role model functional conflict through open disagreement &
collaborative responses

Alter established communication channels

Hold back information

Overcommunicate

Deliver deliberately ambiguous messages

Differentiate activities or outcomes among subordinates

Challenge the existing power structure
Ways to Reduce Conflict
Recommended Action
Physical separation
Increase resources
Repress emotions & opinions
Create superordinate goals
Emphasize similarities
Negotiate
Appeal to higher authority
Rotate jobs
Physical proximity
Implicit Strategy
Avoidance
Avoidance
Avoidance
Collaboration
Smoothing
Compromise
Hierarchical referral
Structural change
Confrontation
Strategic Contingencies Theory
Power is related to the ability of a person or
department to solve critical problems, provide
something the organization needs, and/or
deal with uncertainty.
The Politics of Resource
Dependence
Environmental
uncertainty
(economic, technological,
legal…)
Gains more
power and
resources.
Critical
problems/issues
(product development,
new technology, quality,
employment law…)
Legitimizes power
& shapes
organizational
activities.
Person/department
able to deal with
the problems.
Gains power &
resources by helping
the organization adapt
to environmental
demands.
The Politics of Resource
Dependence
Environmental
uncertainty
(economic, technological,
legal…)
Critical
problems/issues
(product development,
new technology, quality,
employment law…)
Person/department
able to deal with
the problems.
Symbols of power
Gains more
power and
resources.
Legitimizes power
& shapes
organizational
activities.
Gains power &
resources by helping
the organization adapt
to environmental
demands.
A Modernist Definition of Power
“A
has power over B to
the extent that he can get
B to do something that B
would not otherwise do.”
(Dahl)
MODERNIST
VIEW OF
CONTROL Resource allocations
PROCESSES
Environment
Performance data
Strategy
Resource allocations
Performance data
Organizational
Goals
Performance data
Resource allocations
Unit
Goals
Unit
Goals
Unit
Goals
Resource allocations
Performance data
Group or
Individual
Goals
Etc.
Group or
Individual
Goals
Etc.
Group or
Individual
Goals
Measures
Outcomes
Attention
Inputs
Rewards
Transformation Processes
Intention
Action
Outputs
Three Theories of Control
Cybernetic Model
Agency Theory
Market, Bureaucracy &
Clan Control
Purpose of
Control
Manage differences
between desired/actual,
individual and
organizational
performance.
Ensure managers act in the
best interest of owners.
Achieve cooperation among
individuals.
Types of
Control
Output
Behavioral
Output
Behavioral
Output
Behavioral
Symbolic
Control
Processes
1.
2.
3.
4.
1. Establish contract
2. Obtain information
3. Reward agents
Market - price & profit
Bureaucracy - rule
compliance
Clan - socialize org.
members
Set Goals
Set work targets
Monitor performance
Correct deviations
Critical Studies of Power and
Control
Seek to understand how:

power and ideology are entwined

social, economic and political structures determine
power

dominated groups consent to their own exploitation

organizations can become more humanistic and
democratic
The Critique of Ideology

One group’s ideology
dominates others.

Workers exist in a state of false consciousness by
adopting a managerial ideology and participating in
their own exploitation.

Hegemony occurs when dominated groups give
their spontaneous consent to the dominant group’s
directions and actions. These forms of domination
are often taken for granted.
(e.g. owners or managers)
Critical Studies of Power and
Control
Seek to understand how:

power and ideology are entwined

social, economic and political structures determine
power

dominated groups consent to their own exploitation

organizations can become more humanistic and
democratic
Self-Surveillance
Individuals conform to rules
and behave in the desired
way in anticipation of being
monitored.

The gaze of inspection,
techniques of categorizing,
normalizing, and controlling
people (e.g., training,
performance management
systems).

Interiorization, anticipation
and self monitoring.
Communicative Rationality
Instrumental
Rationality
Systematically
Distorted
Communication
Achieving goals by the
most efficient, rational
means.
Privileging one meaning/
ideology over others.
Resolved through communicative rationality - reaching
agreement through open discussion and consensus.
Postmodern Conceptions of Power
 Power
and control are
embedded in all social
relationships and
organizational practices, and
are constructed and
reproduced in everyday
interactions.
Gender and Organizing
(Critical &
Postmodern Approaches)

Organizations and organizational practices
are dominated by men.

Gender differences are produced and
maintained in taken-for-granted ways.

Organizations & organizing are genderbiased.
Gendered Organizations &
Power





Organizational structures, ideologies,
and practices are often
male-gendered and therefore carry
implications for power:
hierarchy, impersonality, rationality,public/private
life, symbols, work, careers,
knowledge, language …