Implementing Strategic Change: Monica Ashley’s Experience
“The Monica Ashley Case” illustrates a very conclusive example of how the correct use of power and influence in management is as important as, and sometimes even more important than, having all the right answers and being able to back them up with data. Power struggle, influence, politics, and resistance are all issues within this case study. It also prozides an example that witin project management it is essential to determine the key players, figure out what is important to them and utilize strategic management skills to influence the project. Monica Ashley, a highly driven and ambitious woman was the project manager of “Project Hippocrates” at HEAL-INC. She had
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She backed up “her views with data when he (Dorr) asked why she disagreed.” Monica’s attempt to use rational persuasion during project Hippocrates did not yield the same positive results. On the other hand, Parker and Kane knew how to “play the game” at HEAL-INC. While Monica stuck to one tactic using data and information, Parker and Kane used several tactics in an attempt to influence their targets. This included pressure and time spent forming a coalition. Pressure was exerted on Monica, and she “ate the bait” and appeared to fight back. Monicas appearance to fight back worked against her since managers are expected to exert self-control. Behind closed doors, Parker and Kane brought Dorr to their side of the argument and used this coalition to marginalize Monica’s proposal. Eventually near the conclusion of the project Monica was removed from her position. Monica realized that she was too caught up in the technical and marketing challenges and she did not focus on assessing the interests of other key players. She had data and content for the project but lacked a foundation because she did not align with others. Her manager, Dan Stella, tried to coach Monica to be more influential but he couldn’t get her to listen to his advice. This proved to be an obstacle for her because when challenged by others Stella did not publically back her up. Stella had a lot at stake for his position in the company and therefore had to look out for himself. Monica also
When working with case two and three focused on the human and the political perspective of management consulting, respectively, the value of identifying the power base and understanding the patterns of dependence and interdependence within the client organization became evident. Case three particularly called for an understanding of the political and human factors, since the presentation was intended for the actual client and not for the consulting mentor as was the case in the second assignment.
At stake here are several conflicting values, the concern for a fellow human being, self-preservation, success of the company and the pressure to perform. As VP of the division, I am under scrutiny to deliver substantial results to my president, John Edmonds, to be seen as sensitive to my product managers needs. Lisa Walters, Kathryn’s supervisor, has pressed me for a resource action for boosting staff morale and replacing her with someone who can be more productive. I also feel that Kathryn McNeil is a hard worker who is stuck in a tricky personal situation.
In terms of Caitlin’s interest to be further recognized, she positions to obtain a promotion as Vice President of Client Advisory Services (CAS). Yet George implements another challenging move by implying gender schemas and doubt on Caitlin’s readiness. Although, he appreciates Caitlin’s value in the company and praises for her competences, but these are not sufficient. George argues that this type of job demand for more responsibilities, such as a strategic vision, a creative thinking, a deep insight of system and a firm characteristic. In order to respond this move, Caitlin responds with a diverting turn by asserting her strength, acknowledging her weaknesses and request George to be her mentor. In this stage, Caitlin attempts to keep her BATNA for her position related Vice President promotion.
In the case of “Thomas Green: power, office politics, and a career in Crisis”, it describes the dilemma of Thomas Green who works in a company called Dynamic Display. Thomas was recruited as an account executive, and then five months later, he was promoted as a Senior Market Specialist directly by the President Shannon McDonald. Thomas’s boss Frank Davis hadn’t expected to choose Green as the new senior market specialist, and he was very dissatisfied with Green’s work style and performance three months after the promotion. After being informed that Frank Davis had emailed McDonald about his concerns about Green’s performance, Green was getting really worried about his situation and not sure how to explain his perspective to
In addition to power established because of organizational hierarchy or role, power is also established based on the level of influence or status one holds in an organization (Anichich, Fast, Halevy, Galinsky, 2016). “Status is the outcome of an evaluation of attributes that produce differences in respect and prominence” (Ketner et al, 2003 p. 266) They co-exists but are not co-dependent on each other. It’s possible to have status without power and power without status (Ketner et al, 2003). Whether one’s control comes through status or positional power, lauding control or significant influence over another inevitably leads to conflict.
4) The levers that I can use, as Larry, to influence Sean, are effective communication and reasoning. Although Sean is notorious for intense questioning and criticism, it is Larry’s professional job to manage his team according to the interest of the stakeholders. Larry should have settled his personal issue with Sean before the pressing issue facing his team: the evaluation of two product enhancements.
Foley: She believed that the advice of consultant was not correct. She did not want CEO to sale the hospital. First, she was just promoted to be Senior Vice President and COO. She was quite satisfied with this job because she had more responsibility for the hospital and more chance to complete her MAB. What is more, she had a strong mentor, CEO. Right now, CEO was counting on her support. If she disagreed with him, he might lose confidence on her. So she might lose career opportunities in the future. In the meanwhile, she thought such disagreement means that she betrayed CEO and let him down. She might also leave the
Dan Stella, Monica’s boss was passive yet overall supportive of Monica. However his communications to her were interpreted as vague and while he supported her he did not coach Monica on building relationships and garnering buy-in from key parties and stakeholders prior and during the project. Dan was a hands-off leader who would benefit greatly from project success.
It is important for managers to understand the sources of power and influence as they must rely upon the cooperation of subordinates in order to be successful. Strong managers rely upon more than just authority they also use leadership skills and power to obtain the most productivity from their staff. According to French and Raven (1959) there are five sources of power. Referent power seems to be the most influential and the least affected by change. To quote Paul Argenti,
Ellen and Jack were both initially appointed as the co-manager to the SI project, however, from the organizational structure perspective, the power was not equally distributed between the two participants: Jack clearly had much more commanding authority than Ellen. With Andrew involved in a distance manner and
The cultural norm was to operate only within your function. This “decentralized managerial philosophy” hindered proactive communications between departments that that could have assisted in the company’s transition to project management.
As it has been mentioned in the case study, the Project management within the United States Department of Defense (DOD) has been aptly described as the one of the world’s most complicated processes due to the fact that various stakeholders involved from above and below are likely to besiege the project manager. Hence, there were various factors which led to organizational conflicts amongst project stakeholders which finally resulted in termination of the project.
Have you ever wondered what role politics and power play in organizations? When used effectively they can be compatible in reaching the organizations goals. Power is defined as the ability to get someone to do something you want done or the ability to make things happen in the way you want them. (Schermerhorn, Hunt, and Osborn, Chap. 15). Power is important within organizations because it is the way in which management influences individuals to make things happen. When power and influence combine, most of the time 'politics' become involved in some manner which may pose some problems. Organizational politics is best described as management influenced by self-interest through the use
Although, Ms. Peterson communicated and fostered open, collaborative conversations with her team, she failed to communicate with her manager to ensure that she understood expectations for herself as the leader and for her team. Successful communication is only achieved when the sender and receiver of information have the same understanding of the information presented. (See Figure 1) For example, when Chris Peterson was assigned to lead her team in delivering new products that would appeal to larger districts within and outside of her designated region. She received the message as “ create/design new product offerings that would appeal to districts within the southwest region.
Although Mary Ann did not want to waste time with this open communication process, she would have realized that Mike and Jeanine work better together when each subordinate individually feels useful and important. Mary Ann got the results out of Jeanine that she expected because she made her feel useful and important. If Mike was properly motivated and given