Topic 4: Power, Resistance and Decision Making Developed by Dr. Ruth Barton & Dr. Margaret Heffernan, OAM RMIT University Aims of the lecture Questions of power Hoe power works; 4 faces of power Resistance and control Types of resistance Decision making Theories of decision making; factors that enhance and limit decision making RMIT University©2012 2 Questions of Power Who has power? How is influence achieved? What is power? Several dimensions and bases RMIT University©2012 How is power
a Rational, Unitary and Goal-Seeking model it appears to run smoothly machine like, closer inspection reveals each department’s declaration of own interests, determined make its mark and empire build within the transformation process therefore a pluralist view can be applied. Using the games metaphor it appears like a battleground my organisation’s drive to reform falters through misinterpretation of goals, a difference in personalities, views, interests, values and unconscious factors (individualistic
helping them to interpret and interact with the world in which they find themselves. Australian ‘mateship’ behaviour, for example, served early male white settlers in a harsh and sparsely populated world much better than the maintenance of the hierarchical class distinctions typical of the world from which they had come. From such new, adaptive patterns of behaviour arise new beliefs, such as a belief in egalitarianism. These new behaviours, values and beliefs, together with the associated rituals
HOFSTEDE: Cultures And Organizations - Software of the Mind Culture as mental programming In Western languages 'culture' commonly means 'civilization' or 'refinement of the mind' and in particular the results of such refinement, like education, art, and literature. This is 'culture in the narrow sense; 'culture one' Culture as mental software, however, corresponds to a much broader use of the word which is common among social anthropologists: this is ‘culture two’. In social anthropology, 'culture'
Morgan and Allington, 2002; Kessler et al., 2000; Bach and della Rocca, 2000). Some of the core components of this imported model were performance-based rewards for staff, reducing the costs of employment, empowering organisations to take strategic decisions in the HRM field, increased flexibility in order to respond to customer demands, increased individualisation of the employment relationship, and decentralisation (Skalen, 2004; Horton, 2003; Farnham et al., 2003). Critical to this was the notion
1. INTRODUCTION & BACKGROUND 1.1. Introduction Change, in general, indicates any act of making something different. The factors that necessitate change in organizations are broadly categorized into people, technology, information processing and communication, and competition. Some changes in the organization occur suddenly without the conscious efforts of the people. These are called unplanned changes. On the other hand, some changes are initiated by the management to accomplish certain goals
Game Theory and Economic Analysis Game Theory and Economic Analysis presents the wide range of current contributions of game theory to economics. The chapters fall broadly into two categories. Some lay out in a jargon-free manner a particular branch of the theory, the evolution of one of its concepts, or a problem that runs through its development. Others are original pieces of work that are signiﬁcant to game theory as a whole. After taking the reader through a concise history of game theory