Sunday, May 19, 2019

Power and Politics in Organizations Essay

Abstract In organizations there are various force-outs, conflicts and political intrigues at play. Some of these powerfulnesss whitethorn not appear not amount to something much to the untrained eye but those privy to these power struggles know that they go a long way in shaping the destiny and the future of an organizations. When there is a change of leadership in an organization e. g. in cases where the C. E.O is retiring or abject elsewhere, the successor allow want to impose his business philosophy on the organization. He does this by wielding his lawful authority (that of being C. E. O or the boss). He or she whitethorn do this by honor those employees who embrace his or her business style and coerce those whom they feel are stubborn to their authority. Coercion will oftentimes involve threats of firing or demotion or promotion stifling against errant employees. Employees who are depended upon for the keep company to run smoothly (i. . those who own expert power) may surv ive the onslaught because the executive officer may not want to jeopardize company operations. This however, may be temporary if the executive officer looks for qualified replacements for the errant expert employees and then forces the incumbent out of the company or into positions less glamourous. In this assignment, I take a shit looked into a case involving a blue chip company in East Africa called Safaricom Ltd and the power struggles between the incumbent C. E. O and top level expert employees.Safaricom says the two resigned but they might have been the first victims of the new C. E. Os no nonsense approach to business. Before his resignation, Mr. John Barorot had been Safaricoms Chief Technical Officer. He was one of the longest serving employees having joined the company in 2000. The opposite person who seems to have received the sack was the Chief Information Officer Mr. Robert Mugo. The power and political intrigues inwardly the company saw the exit of the two with anal ysts indicating that Mr.Collymore viewed them as a challenge to his authority in the company. He used his licit power to get the two to resign. Mr. Barorot opted to resign rather than go through a new rigorous talent assessment procedure. This indicates the presence of coercive powers in the company. Despite their expertise in their various capacities, Mr. Barorot and Mr. Mugo could not rely only on their expert power to retain their jobs. Hence, they were trounced by the legitimate power wielded by the Chief Executive Officer.

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.