Political Analysis of an Organization

1877 WordsJun 25, 20188 Pages
The political lens examines an organization through the “roots of conflict” in “different and competing interests, and disagreements” (Ancona, Kochan, Scully, Van Maanen, & Westney, 2005: M-2, 33). The political aspect of an organization requires the “exercise of power and influence” by stakeholders over others to achieve “buy-in” (Ancona et al., 2005: M-2, 33). I will analyze Dynacorp through the political lens to discuss the factors that will hinder of facilitate the success of the change to the front end/back end design (Dynacorp Revisited, 2005: M-2, 85). POLITICAL ANALYSIS Stakeholders The political analysis of an organization begins with the identification of the stakeholders “groups that have a shared ‘stake’ that is…show more content…
The Business Units are made up of former engineers who at one point and probably still place some interest on prestige (Dynacorp Revisited, 2005: M-2, 86). Prior to reorganization many of Dynacorp’s top managers were former engineers (Dynacorp Revisited, 2005: M-2, 86). On the frontlines, sales teams are interested in easy sales and are resisting the change to solution oriented sales. A sales team member laments “If only we had more customers like Judy”, a customer that buys standard off-the-shelf equipment (Dynacorp Revisited, 2005: M-2, 90). The sales people seem unable to sell solutions admitting they lost a sale because although the company produces superior products the overall package was not as good as a competitor’s (Dynacorp Revisited, 2005: M-2, 89). Sales teams haven’t fully adapted the complete solution over just hardware strategy put in place by management. Power The ability to satisfy a group’s interest is a result of the power they wield, their “control over or access to valued resources” and the “ability to affect the behavior of other people” (Ancona et al., 2005: M-2, 36). The CEO and other managers have authority power “associated with formal positions in the organizational hierarchy” over their subordinates (Ancona et al., 2005: M-2, 36). The CEO has power over Greystone, Greystone has power over Walker, Walker has power over Pauley, and Pauley
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