MGT501 MOD5 CASE5-Organizations as Political Systems

MGT501 MOD5 CASE5-Organizations as Political Systems -...

Info iconThis preview shows pages 1–4. Sign up to view the full content.

View Full Document Right Arrow Icon
Running head: ORGANIZATIONS AS POLITICAL SYSTEMS 1 Organizations as Political Systems - Systems of Political Activity, with Patterns of Competing Interests, Conflict and Power TUI University March 26, 2012
Background image of page 1

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
ORGANIZATIONS AS POLITICAL SYSTEMS 2 Organizations as Political Systems - Systems of Political Activity, with Patterns of Competing Interests, Conflict and Power Introduction Politics in organizations as in the world of politics most often depends on power and its use within an organization. Leadership and management each hold separate functions, but include interchangeable roles for both exceptional leaders and good managers. The difference is the set of skills required to accomplish each position’s primary goal. Managers accomplish the organization’s implied tasks, but are not necessarily acknowledged or respected by their peers as leaders. Alternatively, leaders may possess the skills of managers in that leadership focuses on meeting organizational objectives and vision. Essentially, an effective leader influences people to execute and complete requests, support proposals, implement decisions, and should have the respect of his or her subordinates and peers. According to the National College for School Leadership (2003) “… the effectiveness of managers depends on influence over superiors and peers as well as influence over subordinates” (National College for School Leadership, 2003). As stated earlier, in many ways the terms leader and manager can be used interchangeably to share common goals that motivate people to act and move forward. Exceptional leaders are those who possess an interpersonal quality with their followers and subordinates. When a leader lacks interpersonal skills, company morale tends to decline and employees doubt their value to the company. In Clement’s article (1994), much discussion surrounds the organization’s culture and focuses extensively on changes and the need for change. Basically, leaders are those
Background image of page 2
ORGANIZATIONS AS POLITICAL SYSTEMS 3 who can make change happen and the article implies that the task is not necessarily accomplished at the highest levels of the company. Coalitions or teams of people can create change and team leaders create the desire among employees for acceptance of changes. Clement deduces that such organizations need to use the existing culture to effectuate changes while using the most viable resources to make the changes happen (Clement, 1994). Moreover, organizational politics tend to drive the direction of a company and
Background image of page 3

Info iconThis preview has intentionally blurred sections. Sign up to view the full version.

View Full DocumentRight Arrow Icon
Image of page 4
This is the end of the preview. Sign up to access the rest of the document.

This note was uploaded on 03/25/2012 for the course MGT 501 taught by Professor Dr.debralouis during the Fall '10 term at Trident Technical College.

Page1 / 8

MGT501 MOD5 CASE5-Organizations as Political Systems -...

This preview shows document pages 1 - 4. Sign up to view the full document.

View Full Document Right Arrow Icon
Ask a homework question - tutors are online