1 Ch. 5 - Decision Making As a Political Process By: Andrew M Pettigrew Book 1, Chapter 5 Section 2: Understanding Decision Making

2 Introduction Governments are organizations and we should look at organizations as governments. The Political aspect of organizations was neglected by researchers in this area due to different reasons. However, some researchers started to analyze organizational behavior within a political context:

3 Introduction … (Continuo) 1. Dimock states that an executive is a tactican and a philosopher who must live by his wits, his competitive instincts, his understanding of social forces and his ability as a leader 2. Straws showed that “ office politics and bureaucratic gamesmanship ” is part of the power practice in organizations. E.g. purchase and factory offices increase their status through tactical moves to control others in the organization even their superiors (by raising uncertainty, immobility and commitments).

4 Introduction … (Continuo) 3. Organizations are political systems with sub-units striving for resources and working for their objectives, and lobbying to get support for their demands. 4. If an organization rewards its units (or individuals) according to a certain measure, this measure will be a motivated to those who seek resources. Innovation may threaten existing status of some units, here we face resistance and the existing power distribution will be endangered. Computers for example created a new environment in organizations filled with uncertainty and occupational restructuring. (New guard & old guard)

5 Power and Organizational decision making 1. Authority is an expression of the legitimate position of an individual or group. Therefore, it is the code within which power is used in the organization. Power is the capacity to establish collective commitment to performance toward a collective goal.

6 Power and Organizational decision making … (Continuo) 2. Power is based on consensus between power holders and subordinates. As far as power positions offer material and psychological rewards, it is expected that conflict will take place either to gain or to hold power.

7 Power and Organizational decision making … (Continuo) 3. Authority is twofold position and personal (leadership). The superior controls and is controlled. Subordinates may question problems and bargain, and sometimes even question the legitimacy of the distribution of power, or experience conflict and discontent. Leaders interest in group members and their activity is related to members willingness to have him continue in his position

8 Power and Organizational decision making … (Continuo) 4. Dependency of subordinates on their leader. This leader ’ s power is based upon resources, opportunities, acts, objects that he/she can use to affect the behavior of his subordinates. Sometimes compromises may happen in swapping power with cooperation. Power may be exercised in the opposite direction if subordinates hold information, knowledge, expertise to diffuse a felling of uncertainty. Opposite power depends on how it is used and its base strength (e.g. engineers, doctors, lawyers).

9 Power and Organizational decision making … (Continuo) But, the expert position in the organization and the communication structure will affect his power to control and direct others. However, leaders may balance this with their power to hire and fire, depending on others in the leadership group. Buy offer making concessions to their followers. However, the expert power will disappear with the translation of their innovations into rules and programs.

10 Theoretical Bearings a) Political analysis of decision making is explained by reference to power and authority in the decision process. b) Individuals can play apart in the social system according to their ability to exert power on others through control of resources, manipulation and ties of dependency. c) As far as all demands can be met so conflict will rise and the final decisional outcome will evolve out of the process of power mobilization attempted by each party in support of its demands.