Organisation & People Y4
Mission, vision etc: Chapter 6
Leadership: Chapter 16
Organizational structure: Chapter 11
Change: chapter 15
Training Week 1
Politicking
Politics relates to who gets what, when and how. Politicking is the actions you can take to
influence or attempt to influence, the distribution of advantages and disadvantages within
an organization
General Guidelines:
Always go in the direction that is good for the company, you act from the
perspective which is good for the company, which is the safest way, taking less risks.
Different interests of organizations/people, values and goals
People that have more experience and expertise will have more power in the
organization
You want to make yourself indispensable in a company (by building up expertise,
have a good image of yourself f.ex on time etc.)
Being visible
Gain control of organizational resources (control of resources that are scare and
important – source of power)
Good to have a mentor (someone you trust)
Develop powerful allies (contacts with potentially influential people above you)
Avoid tainted members (status is questionable)
Support your boss (because he evaluates your performance)
True
True
False
False
5. True
6. depends on the position of your boss, if your boss have a negative reputation, you will
also have a negative reputation
7. False Charismatic people: act independent, are very confident
Use formal power to play the manager
,Training Week 2
Homework (Genesco Case)
Framed arguments in terms of organizational goals: 2 no organizational goals, his primary
goal was to impose a system of financial controls over the 1 billion dollars retailing and
apparel conglomerate
Was friendly and developed a desirable image: 1 he centralized management to the point
of frustrating the company’s executives and causing red tape and delay
Gained control of organizational resources: 1
Appeared indispensable (necessary): 1 inconsistent manager, too involved in detail or not
involved enough, isolated himself and avoided contact with company executives
Was assertive (confident): 2 he didn’t delegate real authority
Developed coalitions: 1 isolated himself and avoided contact with anyone
Avoided tainted members
Gained support of higher authorities: 2 delegated little real authority to his managers and
two vice chairmen
Question 1
What would I have done differently?
-Better communication
-Better delegation
-Better management
-Less inconsistency
-not postponing decisions
-listen to other people’s opinions
How will you form coalitions?
-Management skills: improve communication (listen to them, ask questions, including them
in decisions, delegating)
Question 2
What would I do to gain the support of the company’s management and board members?
-Communicate clear organizational goals
-Look at what can be improved as a company
-Work together as a team
-Better management
, Week 2 Lecture (Chapter 6)
Mission Statement should be clear and state the purpose
It should include:
What does the company do for its customers
What does the company do for its employees
What does the company do for its owners
What does the company do for its community
What does the company do for the world
Company’s present products and services
The type of customers
It’s technological and business capabilities
Internal use
External use; as a PR Instrument
Be able to write a mission statement in the exam, about 4 sentences, including the vision
Start with mission, then vision
Mission statement deals with the present (situation now)
Vision statement deals with the future
Strategy: how do we get to our goals
Strategic Vision
Roadmap of a company’s future
future technology product customer focus
Geographic and product markets to pursue (areas to focus on)
Capabilities to be developed (Training employees f.ex)
Kind of company management is trying to create
Important to include!
-Dealing with the future
-Clarity about direction, where are we going
-Future technology
-Geographic and product markets to pursue
-capabilities to develop
-kind of company management is trying to create, including social values
Mission, vision etc: Chapter 6
Leadership: Chapter 16
Organizational structure: Chapter 11
Change: chapter 15
Training Week 1
Politicking
Politics relates to who gets what, when and how. Politicking is the actions you can take to
influence or attempt to influence, the distribution of advantages and disadvantages within
an organization
General Guidelines:
Always go in the direction that is good for the company, you act from the
perspective which is good for the company, which is the safest way, taking less risks.
Different interests of organizations/people, values and goals
People that have more experience and expertise will have more power in the
organization
You want to make yourself indispensable in a company (by building up expertise,
have a good image of yourself f.ex on time etc.)
Being visible
Gain control of organizational resources (control of resources that are scare and
important – source of power)
Good to have a mentor (someone you trust)
Develop powerful allies (contacts with potentially influential people above you)
Avoid tainted members (status is questionable)
Support your boss (because he evaluates your performance)
True
True
False
False
5. True
6. depends on the position of your boss, if your boss have a negative reputation, you will
also have a negative reputation
7. False Charismatic people: act independent, are very confident
Use formal power to play the manager
,Training Week 2
Homework (Genesco Case)
Framed arguments in terms of organizational goals: 2 no organizational goals, his primary
goal was to impose a system of financial controls over the 1 billion dollars retailing and
apparel conglomerate
Was friendly and developed a desirable image: 1 he centralized management to the point
of frustrating the company’s executives and causing red tape and delay
Gained control of organizational resources: 1
Appeared indispensable (necessary): 1 inconsistent manager, too involved in detail or not
involved enough, isolated himself and avoided contact with company executives
Was assertive (confident): 2 he didn’t delegate real authority
Developed coalitions: 1 isolated himself and avoided contact with anyone
Avoided tainted members
Gained support of higher authorities: 2 delegated little real authority to his managers and
two vice chairmen
Question 1
What would I have done differently?
-Better communication
-Better delegation
-Better management
-Less inconsistency
-not postponing decisions
-listen to other people’s opinions
How will you form coalitions?
-Management skills: improve communication (listen to them, ask questions, including them
in decisions, delegating)
Question 2
What would I do to gain the support of the company’s management and board members?
-Communicate clear organizational goals
-Look at what can be improved as a company
-Work together as a team
-Better management
, Week 2 Lecture (Chapter 6)
Mission Statement should be clear and state the purpose
It should include:
What does the company do for its customers
What does the company do for its employees
What does the company do for its owners
What does the company do for its community
What does the company do for the world
Company’s present products and services
The type of customers
It’s technological and business capabilities
Internal use
External use; as a PR Instrument
Be able to write a mission statement in the exam, about 4 sentences, including the vision
Start with mission, then vision
Mission statement deals with the present (situation now)
Vision statement deals with the future
Strategy: how do we get to our goals
Strategic Vision
Roadmap of a company’s future
future technology product customer focus
Geographic and product markets to pursue (areas to focus on)
Capabilities to be developed (Training employees f.ex)
Kind of company management is trying to create
Important to include!
-Dealing with the future
-Clarity about direction, where are we going
-Future technology
-Geographic and product markets to pursue
-capabilities to develop
-kind of company management is trying to create, including social values
