Organizational Theroy

2285 WordsFeb 19, 201310 Pages
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 obtained in organisations? POWER What alternative theories and perspectives are there? What of resistance? Another form of power? 3 How Does Power Work in Organisations? Organisations are hierarchical RMIT University© Power as the ability…show more content…
Recent researchers argue that managers often seek to avoid making decisions or obscure them, often to avoid accountability for courses of action that are subsequently seen as misguided.” Decision making RMIT University©2012 Linstead & Fulop 2009: 669 17 Traditional decision-making theories and ‘choice’ Decision making: a response to a situation requiring a choice. Unitary approach Pluralist approach RMIT University©2012 • A general agreement about organisational goals and the best means to achieve them. • Emphasises conflict & power struggles between individuals & coalitions in organisations in circumstances where participants have substantial knowledge and information. Linstead & Fulop 2009: 671 18 Types of ‘choice’ Clear choice Competing choice Choice avoidance Choice suppression RMIT University©2012 • Which two products to adopt. Straightforward • Alternatives of improving profitability • Occurs when issues arising require resolution • When information is distorted or suppressed Linstead & Fulop 2009: 672 19 Types of decision processes Sporadic Fluid decision Constricted decision Informal Will suffer from delays Flow, formally channelled, Speedy & predictable Narrowly channelled, technical information Information from various sources of expertise Time delays Information from fewer sources Fewer delays Decision made by experts RMIT University©2012 Linstead & Fulop 2009: 671 20 Models of decision Making Rational •
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