DOCSLIB.ORG

Objectives Hero/Heroine Versus Leader Focus on Proactive Behavior (Versus Reactive) Increase Your Circle of Influence Reactive F

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Objectives Hero/Heroine Versus Leader Focus on Proactive Behavior (Versus Reactive) Increase Your Circle of Influence Reactive F Hero/Heroine versus Leader Objectives • Hero: person of great courage, to be admired for • Introduce Leadership exploits • Review types of power required for • Leader: the ability to influence, inspire, motivate leadership and organize people to do something in common • Integrating the various forms of power • Environmental leadership • Is a hero necessarily a leader? • Is a leader necessarily a hero? Focus on Proactive Behavior Increase your Circle of Influence (versus Reactive) • Internal Locus of Control • Proactive Focus – Perceive your actions are important to goals of Circle of Concern organization – high self-esteem, confidence – need for achievement and accomplishment – capable of affiliation (don’t necessarily need it) Circle of Influence • Remember: must be independent before inter-dependent – Don’t let outside forces (physical, economic, social) control behavior – Need to transcend “suffering”, continue to build character Reactive Focus: Qualities of a Leader Easy Way Out • External Locus of Control • Circle of influence shrinks • Characterized by: – victimization – blame game – buck never stops with you – cover-up or rationalize mistakes – “Outside in” • Outlook often promoted in large bureaucracies 1 Sources of Managerial Power Power: The Key to Leadership Legitimate Power – The authority that a manager has by virtue of his or her position in the organization. • Example: the power to hire or fire employees • Veto power / over-ride authority – Often formalized in organizational hierarchy • Military organizations • Foreman •CEO Figure 13.1 • President of school activity club Power: The Key to Leadership Power: The Key to Leadership • Coercive Power • Reward Power – The ability of a manager to punish others. – The ability of a manager to give or withhold • Long hours, pay cuts tangible and intangible rewards. • Withholding benefits • Examples: pay, bonus, vacation, comp-time, stock • Verbal or physical abuse (sweat shops, military) options, promotions • Poor working conditions – Effective managers use reward power to signal – Limited in effectiveness and application; can have to employees that they are doing a good job. serious negative side effects. – Often used in highly non-democratic environments Power: The Key to Leadership Transactional Leadership (legitimate, reward, coercive) • Expert Power – Power that is based on special knowledge, • Reward high performance skills, and expertise • Reprimand low performance • First-line and middle managers have the most expert power • Focus on rewarding desired behavior • technical ability, conceptual skills – Outdoor guide – Gifted athletes and performers – Need to combine with other types of power 2 Power: The Key to Leadership Empowerment • The process of decentralizing power, • Referent Power authority and responsibility to subordinate – Power from subordinates’, coworkers’ and workers colleagues’ respect, admiration and loyalty • Empowerment helps managers: – personal characteristics of leader – Get workers involved in the decisions. – interpersonal/communication skills – Increase worker commitment and motivation. – empathizes and empowers employees – Have time to focus on other issues, rather than “Leadership is not just giving directions - it’s liberating people micromanaging outcomes. to do what is needed in the best possible way.” – John Graham Transformational Leadership Transformational vs. Transactional Leadership • Focus on importance of each person to the organization and meeting goals • care about employee personal growth, • Transactional Leaders development and accomplishment – Use their reward and coercive powers to • empower subordinates encourage high performance—they exchange • Develop: rewards for performance and punish failure. – “esprit de corps” • Transformational Leaders – commitment to ideals and goals – Take a more holistic approach – use all forms of power to get the most from subordinates – commitment to mission Another Perspective Scarcity Mentality • Transactional vs. Transformational • Managers based in scarcity mentality: – competitive, never enough pieces of the pie • Abundance Mentality vs. Scarcity Mentality – difficult time sharing recognition and credit – managers allocate scarce resources – trouble being happy for others’ success – managers expand resources – usually surround themselves with “YES” people who won’t challenge decisions – Always looking over their shoulder 3 Abundance Mentality Emotional Intelligence • Traditional intelligence linked to logic, • Managers based in abundance mentality: problem solving, analytical skills – cooperative • Managers also need intelligence linked to – high self-esteem identifying and understanding – share prestige, recognition, profits – Desires – share in decision making – Motivations – “a rising tide lifts all boats” – Social & antisocial behaviors – Feelings and fears The Role of Empathetic Listening The Role of Empathetic Listening • Central to using emotional intelligence • transactional exchange • Listening responses: – superficial communication – evaluate, probe, advise, interpret based on our – data exchange frame of reference – programmed responses • Seek first to understand • transformational exchange – rephrase content and reflect the feeling – empathize with employee – opens avenue of trust – seek to understand – place value on emotion – do not marginalize or patronize feelings Leadership – Environmental Context Leadership – Environmental Context “long-term solutions” Four key characteristics of environmental Need long-term vision to assess organizations purpose management issues (social issues): to best serve clients and society 1. require long-term solutions – ability to see beyond quarterly and annual reports 2. systems are complex – not clairvoyance, but using available data to test 3. issues are emotionally charged and polarized predictions and insights 4. science deals in probabilities not absolutes – where is the organization going to be in 10 - 20 years 4 Leadership – Environmental Context Leadership – Environmental Context “emotionally charged and polarized” “systems are complex” • Less confrontation • Quality control – not always slaying dragons or the competition • Accountability and credibility – more consensus building, negotiation and • How do you know you are meeting your goals cooperation and objectives? • Character ethic • Emotional intelligence – Motivation of employees and volunteers Leadership Models Leadership Models • Trait model • Trait Model • Behavioral model – Identify personal characteristics at the root of • Contingency models effective leadership • certain personal “traits” do appear to be connected – Fiedler’s Model to effective leadership. – House’s Path-Goal Theory • effective leaders do not necessarily possess all of these traits. – Emulate effective leadership traits – Enough said! Leadership Models (cont’d) • Behavioral Model Right Traits, – Focuses on two behaviors: Right Behaviors • Consideration: employee-centered leadership behavior indicating that a manager trusts, respects, and cares about subordinates (transformational) • Initiating structure: job-oriented leadership behavior that Will not guarantee effective managers engage in to ensure that work gets done, subordinates perform their jobs acceptably, and the organization is efficient leadership. and effective. – Theoretical bureaucracy – Do not go overboard and start micro-managing 5 Can we think of this as Contingency Models of Leadership female and male leadership styles? • Fiedler’s Model Leadership across Genders – Effective leadership is contingent on both the characteristics of the leader and of the situation/context. • Stereotypes suggest women are supportive and – Leader style is the enduring, characteristic approach to leadership that a manager uses and does not readily concerned with interpersonal relations, higher change. emotional intelligence. • Relationship-oriented style – quality interpersonal relationships • Conversely, men are stereotyped as task- • Task-oriented style focused, with weak emotional intelligence. Fiedler’s Model Leadership across Genders • Situation Characteristics • Research indicates: – How favorable a situation is for leading to occur. – no gender-based difference in leadership effectiveness, however: 1. Leader-member relations • Followers trust, like and loyal to leader – Women are more participative 2. Task structure • Work is clear-cut – Women often adopt the participative approach to overcome subordinate resistance 3. Power structure (“Position power” – amount of legitimate, reward and coercive power) – Women have better interpersonal skills Motivating with Path-Goal House’s Path-Goal Theory • Path-Goal identifies four leadership behaviors: • Contingency model of leadership – Directive behaviors: set goals, assign tasks, show how to • Effective leaders can motivate subordinates by: do things. 1. Clearly identifying the outcomes workers are trying – Supportive behavior: look out for the worker’s interests to obtain from their jobs. – Participative behavior: give subordinates a say in matters 2. Rewarding workers for high-performance and goal that affect them. attainment with the outcomes they desire – Achievement-oriented behavior: Setting very challenging 3. Clarifying the paths to the attainment of the goals, goals, believing in worker’s abilities. remove obstacles to performance, and express • Which behavior to be used depends on the nature of confidence in worker’s ability the subordinates and the tasks. 6.
Load more

Recommended publications
  • An Adaptation and Expansion of Robert Terry's
    An Alternative Method to Investigate Organizational Effectiveness: An Adaptation and Expansion of Robert Terry’s Model G. R. Bud West Regent University In this study, I present a theoretical model developed by Robert Terry as an alternative resource to traditional methods for analyzing organization effectiveness. The model consists of the constructs of mission, power, structure, and resources. These categories permeate the current literature, as researchers have tied each of them individually to organizational effectiveness. Terry broadened some of the definitions, and I explain and adapt his somewhat different arrangement of power as a mediator between mission and structure, where traditional models have typically implied structure as the mediator. These differences offer not only a different approach, but also a fuller description of some techniques that can result in enhancing organization effectiveness. In the early 1980s, Dr. Robert W. Terry, formerly the director of the Reflective Leadership Center of the Humphrey Institute at the University of Minnesota, developed a descriptive theoretical model of organizational effectiveness for the U.S. Navy’s Human Resource Management School. At that time more than ever before, members of the Navy’s leadership group were focusing their efforts on ensuring equal opportunity throughout the Navy. Dr. Terry’s previous work in that area for both the public and private sectors commended him for the job of helping the Navy work through that difficult time in its history. Terry’s (1982) stated intention for this mode, as discussed in raw notes from the Navy was to use the resulting matrix “for a diagnostic in descriptive purposes to start with—later it forms the foundation for the normative or ethical work” (p.
    [Show full text]
  • Can Mentoring As a Mutually Developmental Relationship Exist in Organizations?
    Can Mentoring As A Mutually Developmental Relationship Exist In Organizations? Katherine L. Eggert and Jamie L. Callahan Texas A&M University Most literature portrays mentoring as a means to enhance or maintain organizational stability. Thus, mentoring is viewed as a mechanism to achieve organizational goals. From this perspective, HRD scholars may be ignoring an elementary aspect of mentoring – a deeply personal, developmental relationship between two individuals. This paper explores the reciprocal nature of mentoring as a means of achieving mutual emancipation with the possibility of diminishing impediments such relationships might encounter in organizations. Keywords: Mentoring, Leadership Development, Critical Perspective Mentoring is featured prominently in the theory, research, and practice of human resource development and, as such, it is worth exploring the orientations used to describe the process and report the results of these partnerships as depicted in HRD literature. Typically scholars and practitioners structure their discussions from participants’ standpoints (i.e., the mentor, the protégé, or the dyad) in terms of the relationship and its mechanics; yet the ultimate purpose is ostensibly to optimize organizational returns on investment accrued from fostering mentoring programs. Through mentoring interventions geared toward promotion, assimilation, or greater skills-based competencies of its membership, organizations report the following benefits: • Enhancing leadership development (Darwin, 2000); • Facilitating managerial
    [Show full text]
  • An Orientation to Organizational Communication
    01-Papa-45411.qxd 10/11/2007 4:38 PM Page 1 CHAPTER 1 An Orientation to Organizational Communication Chapter Outline ORGANIZATION AND COMMUNICATION The Concept of Organization The Concept of Communication Studying Organizational Communication Understanding Organizations Awareness of Skills Career Opportunities Development of the Field Relationship to Other Fields PERSPECTIVES ON ORGANIZATIONAL COMMUNICATION The Traditional Perspective The Interpretive Perspective The Critical Perspective Feminism Status of the Field ORGANIZATION AND COMMUNICATION The Concept of Organization Human beings organize in the simplest sense to get things done. We define and arrange positions or roles, then we engage in concerted action with one another by coordinating these roles to accomplish some purpose. But this idea is just the proverbial tip of the orga- nizational iceberg. Organizations often are very elaborate and complicated forms of human 1 01-Papa-45411.qxd 10/11/2007 4:38 PM Page 2 2 ORGANIZATIONAL COMMUNICATION endeavor. They are not only vehicles for clear, cooperative action, but also sites of conflict and confusion. An organization may have a singular mission but many different reasons for its actual existence, and these varying reasons and the forces arising from them may not enjoy a peaceful coexistence. Unless you are literally a hermit, organizations affect many aspects of your life, and you affect the lives of others through your own involvement with organizations. Even if you work alone or in a so-called independent business, you are enabled and constrained by human organizations around you. The clock radio that jolted you into action this morning most likely was produced by an organization, i.e., in the factory of some electronics com- pany.
    [Show full text]
  • Power Structure and Social Participation in Community Action: a Case Study Abdel-Hamid Mohamed Hasab-Elnaby Iowa State University
    Iowa State University Capstones, Theses and Retrospective Theses and Dissertations Dissertations 1988 Power structure and social participation in community action: a case study Abdel-Hamid Mohamed Hasab-Elnaby Iowa State University Follow this and additional works at: https://lib.dr.iastate.edu/rtd Part of the Social Psychology and Interaction Commons Recommended Citation Hasab-Elnaby, Abdel-Hamid Mohamed, "Power structure and social participation in community action: a case study " (1988). Retrospective Theses and Dissertations. 9348. https://lib.dr.iastate.edu/rtd/9348 This Dissertation is brought to you for free and open access by the Iowa State University Capstones, Theses and Dissertations at Iowa State University Digital Repository. It has been accepted for inclusion in Retrospective Theses and Dissertations by an authorized administrator of Iowa State University Digital Repository. For more information, please contact [email protected]. J INFORMATION TO USERS The most advanced technology has been used to photo­ graph and reproduce this manuscript from the microfilm master. UMI films the original text directly from the copy submitted. Thus, some dissertation copies are in typewriter face, while others may be from a computer printer. In the unlikely event that the author did not send UMI a complete manuscript and there are missing pages, these will be noted. Also, if unauthorized copyrighted material had to be removed, a note will indicate the deletion. Oversize materials (e.g., maps, drawings, charts) are re­ produced by sectioning the original, beginning at the upper left-hand comer and continuing from left to right in equal sections with small overlaps. Eacjhi oversize page is available as one exposure on a standard 35 mm slide or as a 17" x 23" black and white photographic print for an additional charge.
    [Show full text]
  • Cover Page Holacracythesis
    Master's Degree Thesis Exploring Holacracy’s Influence on Social Sustainability Through the Lens of Adaptive Capacity Isaiah Archer Sarah Forrester-Wilson Lewis Muirhead Blekinge Institute of Technology Karlskrona, Sweden 2016 Examiner: Supervisor: Primary advisor: MSc. Patricia Lagun Mesquita Exploring Holacracy’s Influence on Social Sustainability Through the Lens of Adaptive Capacity Isaiah Archer, Sarah Forrester-Wilson, Lewis Muirhead Blekinge Institute of Technology Karlskrona, Sweden 2016 Thesis submitted for completion of Master of Strategic Leadership towards Sustainability, Blekinge Institute of Technology, Karlskrona, Sweden. Abstract: The organizational structure of Holacracy has been gaining popularity in recent years, but a lack of academic research on Holacracy called for a systematic approach to assessing its merits and shortcomings. The need Holacracy fills, is that of organizations dealing with a complex world and rapidly evolving technology. While Holacracy is not tailored to address sustainability issues, there are many components that made it a candidate for the researchers to examine it through a social sustainability lens. This study examines the effect of specific components of Holacracy with elements of adaptive capacity – a theory from which the research definition of social sustainability was built. With the goal of determining the effect of Holacracy on social sustainability, a questionnaire directed at employees and practitioners of holacratic organizations was utilized. The findings implied that Holacracy does positively influence the experience of the elements of adaptive capacity; with the relationship to the adaptive capacity element of self-organization being a standout. The importance of trust is also identified. The link to the Framework for Strategic Sustainable Development can be elucidated through adaptive capacity’s influence to the social sustainability principles.
    [Show full text]
  • Onboarding: Breaking in and Settling In
    Onboarding: Breaking in and settling in “A good start is half way to success.” —A Chinese Proverb This is particularly true for those of you who have just joined a new company and wish to achieve long- term success and satisfaction in your career. This section discusses what you can do to make a good start. What is onboarding? Onboarding is a set of processes through which newcomers learn knowledge, information, skills, behaviours, organizational norms and values required to function effectively as a member of an organization. It is also used to describe the on-going process of orienting, socializing and engaging newcomers to ensure that they are able to make a positive start with the organization. Onboarding programmes may include a series of both formal and informal activities, aiming to speed up the process of adjustment and increase newcomers’ productivity. Based on attempts of earlier socialization theorists, Feldman (1976) developed a model to demonstrate what newcomers are likely to experience after entering an organization (see Table 1). Table 1 Feldman's stage model (1976) Stage 1 Stage 2 Stage 3 Anticipatory Encounter Change and acquisition Stage socialization Setting job/career Breaking into the new Defining and expectations which may workplace by understanding the work be influenced by the participating in the role, mastering tasks, amount of prior organizational events, building relationships Characteristics knowledge and social performing assigned with other colleagues, experience established tasks, and establishing and developing an before entering an networks attachment to work and organization the organization Building on Feldman’s stage model, Louis (1980) suggested that newcomer adjustment was not only a process of ‘adding new roles to their portfolio of life roles’, but also involved a process of leaving a former role.
    [Show full text]
  • The Effects of Social Power Bases Within Varying Organizational Cultures
    City University of New York (CUNY) CUNY Academic Works All Dissertations, Theses, and Capstone Projects Dissertations, Theses, and Capstone Projects 9-2017 The Effects of Social Power Bases Within Varying Organizational Cultures Ayanna Cummings The Graduate Center, City University of New York How does access to this work benefit ou?y Let us know! More information about this work at: https://academicworks.cuny.edu/gc_etds/2313 Discover additional works at: https://academicworks.cuny.edu This work is made publicly available by the City University of New York (CUNY). Contact: [email protected] THE EFFECTS OF SOCIAL POWER BASES WITHIN VARYING ORGANIZATIONAL CULTURES by AYANNA R. CUMMINGS A Dissertation Submitted to the Graduate Faculty in Psychology in partial fulfillment of the requirements for the degree of Doctor of Philosophy, The City University of New York 2017 © 2017 AYANNA R. CUMMINGS All Rights Reserved ii The Effects of Social Power Bases within Varying Organizational Cultures by Ayanna R. Cummings This manuscript has been read and accepted for the Graduate Faculty in Psychology to satisfy the dissertation requirement for the degree of Doctor of Philosophy. ___________________________ ______________________________ Date Harold Goldstein, PhD Chair of Examining Committee ___________________________ ______________________________ Date Richard Bodnar, PhD Executive Officer Supervisory Committee: Harold Goldstein, PhD, Advisor CUNY Faculty Charles Scherbaum, PhD CUNY Faculty Karen Lyness, PhD CUNY Faculty Loren Naidoo, PhD CUNY Faculty Charles Moses, PhD, Dean, College of Business, Austin Peay State University THE CITY UNIVERSITY OF NEW YORK iii Abstract The Effects of Social Power Bases within Varying Organizational Cultures by Ayanna R. Cummings Advisor: Harold Goldstein, PhD This study focuses on social power in the context of organizational culture and how this relationship impacts outcomes of follower compliance and trust.
    [Show full text]
  • Understanding Community Power Structures
    The Purpose of the People, Partnerships, and Communities series is to People, Partnerships, assist The Conservation Partnership to build capacity by transferring and Communities information about social science related topics USDA Natural Resources Understanding Conservation Service Community Power Structures Social Sciences Team What is power Power is Not in a community? a “Dirty” Word Power in a community is the ability to affect Often when people identify the decisionmaking process and the use of words they associate with power, negative responses resources, both public and private, within a community or watershed group. Power is dominate. Power is seen as manipulative, coercive, and simply the capacity to bring about change. It is destructive. A once-popular the energy that gets things done. All levels of idea was that a few key people The Conservation Partnership need to know used power to block changes about community power structures in order to that benefited others, and that more effectively implement and maintain “nice” people stayed away locally led conservation from power. Attention focused on the idea of power initiatives. A community can be defined as a over people. Increasingly, watershed, region, town, county, or other the concept of shared power geographic or geopolitical boundary. is being recognized as repre- senting a more sustainable Examining the concept of power involves and effective approach. Power, used in implementing looking at the sources and structures that locally led conservation, influence local should be viewed as the communities and exploring the relationships ability of citizens and civic that shape cooperative efforts. The conser- leaders to bring together vationist who has a basic understanding of diverse community members in initiatives that lead to real, social power and who can identify the power measurable change in the actors in a community can enhance the lives of their community.
    [Show full text]
  • How Power and Politics Impacts an Organizational Unit in Terms of Achieving the Firm’S Goals? Author: Faisal Alsalamah
    International Journal of Scientific & Engineering Research, Volume 6, Issue 6, June-2015 202 ISSN 2229-5518 How power and politics impacts an organizational unit in terms of achieving the firm’s goals? Author: Faisal Alsalamah Abstract—the principle point of this research study is to explore the effects of organizational culture on job performance and productivity in the setting of United States which is the center of multinational organizations. This study would focus on technology industry with key objectives being the following: To study and analyze the effect of power and politics on organizational units. To study and analyze the important aspects of power and politics in organizations. To study and analyze the various aspect of higher organizational units. To make addition in theory and fill research gap. Index Terms— multinational organizations, organizational units, firm’s goals, organizational culture, job performance and productivity. —————————— —————————— culture put extra effort to adapt these dynamic changes and Identification of issue or problem take care of the differing demand of workers satisfaction 1 Introduction and expectation. A significant number of researches are conducted to investigate the effect of power and politics on Daskin et al., (2012) perceived that scarcity of organizational units in termsIJSER of achieving its goals. This resources; favoritism and organizational support are the could be utilized for measuring financial performance of an variables effecting the organizations and their activities. association (Kotter & Heskett, 1992). Though, Supportive culture is used as a motivational mechanism for organizational culture could differ because social employees who motivates them to work efficiently and characteristics contrast from association to association and guarantees more productivity.
    [Show full text]
  • Lenses for Understanding Organizational Culture
    03-Keyton.qxd 10/28/2004 2:58 PM Page 77 3 Lenses for Understanding Organizational Culture ommunication in an organization is ubiquitous and complex. C Virtually all jobs, occupations, or professions rely on communica- tion with other organizational members. Communication can be formal or informal, verbal or nonverbal, written or electronic, spontaneous or strategic, task or relationally oriented. In any form and at any level, communication is consequential. Communicating is not a neutral act; it does not simply move information from one organizational member to another. It is a complex transaction among organizational members influenced by a number of factors. Simply put, the communication system of an organization influences the people in the organization and its activities. Because this process is not neat or tidy, and because the communication system is difficult to see as a whole, scholars have developed a variety of lenses for identifying and investigating the culture that emanates from organizational communication systems. A brief review of the way in which organizational culture developed as a construct serves as an introduction to these primary lenses. THE DEVELOPMENT OF THE ORGANIZATIONAL CULTURE CONSTRUCT Like you, researchers and scholars spend at least a third of each 24 hour day as members of organizations. More of our waking hours are spent 77 03-Keyton.qxd 10/28/2004 2:58 PM Page 78 78——COMMUNICATION AND ORGANIZATIONAL CULTURE in organizations with our colleagues than at home with family and friends. Particularly in the United States, a substantial portion of our identities is connected with the organizational memberships we claim.
    [Show full text]
  • Who Plans? Who Participates? Critically Examining Mentoring Programs
    DOCUMENT RESUME ED 481 586 CE 085 524 AUTHOR Hansman, Catherine A. TITLE Who Plans? Who Participates? Critically Examining Mentoring Programs. PUB DATE 2001-06-00 NOTE 8p.; Paper presented at the Annual Meeting of the Adult Education Research Conference (42nd, Lansing, MI, June 1-3, 2001). AVAILABLE FROM For full text: http://www.edst.educ.ubc.ca/aerc/ 2001/2001hansman.htm. PUB TYPE Information Analyses (070) Speeches/Meeting Papers (150) EDRS PRICE EDRS Price MF01/PC01 Plus Postage. DESCRIPTORS Adult Education; Blacks; *Employment Practices; Equal Opportunities (Jobs); Females; Human Resources; *Individual Power; Interpersonal Relationship; *Interprofessional Relationship; *Labor Force Development; Management by Objectives; *Mentors; Modeling (Psychology); Organizational Culture; Organizational Objectives; Personnel Policy; Power Structure; *Program Development; Program Evaluation; Supervisor Supervisee Relationship IDENTIFIERS Marginalized Groups; Organizational Learning; *Protege Mentor Relationship; Proteges ABSTRACT Informal mentoring is dependent on the relationship developed between mentor and protege, but job needs and task designs within organizations may also define and construct them. The intent is to foster organizational goals and help new employees become acclimated to workplace culture while learning from experienced practitioners. How to choose mentors and proteges is problematic. Since informal mentoring has tended to exclude women, people of color, people of other social classes, and those of different sexual orientation, formal mentoring programs have sought to address exclusion by pairing proteges from historically marginalized groups with mentors who are mid- or high-level employees. Senior employees may be chosen to serve as mentors because they best represent corporate culture and dominant cultural values; proteges may also be chosen based on dominant organizational culture.
    [Show full text]
  • Organizational Power and Politics: More Than Meets the Eye in Program Planning Susan Shaver National-Louis University
    National Louis University Digital Commons@NLU Dissertations 6-2003 Organizational Power and Politics: More Than Meets the Eye in Program Planning Susan Shaver National-Louis University Follow this and additional works at: https://digitalcommons.nl.edu/diss Part of the Other Education Commons Recommended Citation Shaver, Susan, "Organizational Power and Politics: More Than Meets the Eye in Program Planning" (2003). Dissertations. 11. https://digitalcommons.nl.edu/diss/11 This Dissertation - Public Access is brought to you for free and open access by Digital Commons@NLU. It has been accepted for inclusion in Dissertations by an authorized administrator of Digital Commons@NLU. For more information, please contact [email protected]. NATIONAL-LOUIS UNIVERSITY ORGANIZATIONAL POWER AND POLITICS: MORE THAN MEETS THE EYE IN PROGRAM PLANNING A CRITICAL ENGAGEMENT PROJECT SUBMITTED TO THE GRADUATE SCHOOL IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE DEGREE DOCTOR OF ADULT & CONTINUING EDUCATION DEPARTMENT OF ADULT AND CONTINUING EDUCATION COLLEGE OF ARTS AND SCIENCES CHICAGO, ILLINOIS BY SUSAN SHAVER STOUFFVILLE, ONTARIO, CANADA JUNE 2003 ABSTRACT Organizational power and politics influence corporate training in ways not often discussed. This study explores the effects of organizational power and politics on program planning and how planning, with its inherent power and politics (see Cervero & Wilson, 1994a), influences the daily practices of corporate trainers. This study was informed by the literature of systems theory and constructivism. Von Bertalanffy’s (1968) general systems theory, in which the whole of a system is considered to be greater than the sum of its parts, Senge’s (1990) systems view that interrelationships within organizational structures, (not events), underlie complex situations, and Lincoln & Guba’s (1985) constructivist theory were used to explore ways in which trainers construct and modify knowledge and experiences as they plan training programs.
    [Show full text]