This is an extended summary that contains all trainings, additional notes, and relevant information from the articles. It is all you need to know to successfully pass the case exam of Organisation and People.
Organisation and People Summary Year 4
Learning goals
1. Evaluate corporate structures and functions in order to assess a company current
position. (TWM22)
2. Evaluate the interdependence between the different levels within organisations and
the possible synergies that can be obtained in order to improve the company
performances. (TWM22)
3. Build a framework of required changes to adjust the company better to the changes
in its environment. (TWM23)
Topics to be covered for the exam
Politicking
Leadership
Change (resistance to change included)
7S
Vision and mission
Corporate business strategy (know the 5 CBS strategies)
Week 1: Politicking
Politicking = politics relates to who gets what, when and how. Politicking is the actions you
can take to influence, or attempt to influence, the distribution of advantages and
disadvantages within your organization.
- Political competence is key within organizations. To some extend we all do politics.
- Much on politics is subtle, disguised or veiled in secrecy.
- Many successful politicians in organisations are often highly adept at framing their
political actions in non-political terms.
- Political competence is key within organisations.
Is being visible key if you do politics? If you’re not visible with your e.g. hard work for the
right people, then you won’t get promoted or something like this. So you have to be visible to
the right people.
Article Skill Concepts Politicking
Organizations are made up of individuals and groups with different values, goals, and
interests. → set-up for potential conflict over resources.
Perhaps most important factor leading to politics in organization = the realization that most of
the “facts” that are used to allocate the limited resources are open to interpretation.
Article General Guidelines Politicking
General Guidelines:
1. Frame arguments in terms of organizational goals.
Cover up self-interest.
2. Develop the right image.
If you know the company’s culture you know what they want and value
3. Gain control of organizational resources.
Important source of power
4. Make yourself appear indispensable.
1
, 5. Be visible
6. Get a mentor
To teach, encourage, and help you.
7. Develop powerful allies
8. Avoid tinted members
Keep distance from people that have a questionable status in the company.
9. Support your boss.
Article: Political Diagnostic Analysis
Before you consider your political options in any situation, evaluate the situation. This can be
done through a 3-step process:
1. Assess your organization’s culture
Every organization has a system of shared meaning called its culture. What traits,
behaviours, and goal accomplishments are there? How much emphasis on getting
along with other, teamwork, loyalty? How are people ranked, what about appraisals?
- Which behaviours are desirable and which aren’t
- Which set of unwritten norms are accepted and understood
- Look at appraisal form and reward system (which behavior pays of)
2. Assess the power of others
Power is differential, on some issues a person might be very powerful, yet that same
person might be relatively powerless on other issues. Therefore, you need to
determine which individuals or groups will be powerful in a given situation.
- Formal positions
- Individuals, coalitions, departments
- Who controls the resources
- Network centrality
- Your boss’ influence
3. Assess your power
See what your powers are and determine the degree to which players support or
oppose you. Assess their power to influence the ultimate outcome, then determine
the priority they assign to your objective. This way you can identify your allies.
- What power position do you have?
- How does it stand relative to others?
- Charisma?
- Expertise
- Authority
- Your relationships
Stakeholder mapping
Stakeholder mapping → identify your allies, your opponents and their power and your
relationship with them.
2
, Week 2 and 3: Leadership
Leadership is about vision, strategy, focus, motivation and inspiration
- Understanding yourself and knowing what you want to achieve
- Ability to understand others and to be understood by others
Strategic leadership = the ability to shape the organisation’s decisions and deliver high
value over time, not only personally but also by inspiring and managing others in the
organisation.
Leadership vs. Management
Management: you can be a very inspiring leading without having a formal CEO position e.g.
3
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