Power and Politics Tutorial - UWE Bristol

Power & Politics Tutor name Room Tutorial number Email  Activity 1: A quick knowledge recap How they What is the How What is the How view the place of decision- place of conflict organisation power and...

Power & Politics Tutor name Room Tutorial number Email  Activity 1: A quick knowledge recap How they What is the How What is the How view the place of decision- place of conflict organisation power and making conflict and and ? politics in happens in resistance in resistance the the the is dealt organisation organisation organisation with? ? ? ? Unitarist The s organisatio n is… Pluralists Radical scholars  Unitarist Perspective Assumed to be the perspective most commonly held by managers Organisations are an “integrated and harmonious whole existing for a common purpose” (Farnham and Pimlott 1991: 31) If politics refers to The organisation is a ‘happy of competing inte the management re functions on the as sts, and unitarism family’... interests are objectsumption that ively shared, then... Employees are loyal to the Politics don’t (o r shouldn’t) exis t organisation, and managers are in charge Many managers an politics as a ‘dirty d unitarists treat ’ to be denied, decr word- something ie (Kanter, 1979: 65 d and discarded ) Pluralist Perspective The organisation is a living organism, made up of various sub-systems Emphasis is placed on the diversity of individual/group interests; the organisation is a loose Conflict is inev coalition with a passing itable, legi and structured into em timate ployment interest in the formal goals relationship (Knights an d Willmott, 2012) An acceptance of competing Aim for a “neg otiated order than interests and politics... creates unity out of dive rsity” (Morgan, 1986: 185) For pluralists co nflict is manageable and resolvable  Radical Perspective Power imbalances and inequality are inherent in wider society and the organisation (Jackson and Carter, 2000) “The organisation is a battleground where rival forces It is only through conflict that strive for the achievement of we can begin to ‘see’ the largely incompatible ends” inherent problematics of (Morgan, 2006: 202) society However, conflict is often Highlights legitimate concerns suppressed – overtly (in directed at the organisation of unitarist accounts) or covertly work (in pluralist accounts) Activity 2: Three perspectives of power As you watch the clip below note examples and statements that represent your assigned perspective (i.e. unitarism, pluralism, radical)  In your groups… From your assigned perspective (i.e. unitarism, pluralism, radical) 1. What is happening in the case? 2. What is your evaluation of the situation, of the strike action? 3. What is your view of the employees on strike? 4. What is your view of the managers and their actions in addressing the strike? 5. Is this conflict resolvable, if so what would be an appropriate resolution? BE PREPARED TO PRESENT YOUR FINDINGS  Unitarist group Strike action is hindering productivity and profit-making capacity and the undermining of managerial prerogative. The employees are being irrational because lower profitability will hurt their earnings in the long run. Management needs to take a hard-line approach, to avoid consultation and to rule with an iron fist to reduce resistance and dissent. Ultimately, this will create a more harmonious working environment. Pluralist group The strike action and negotiations are legitimate, and a natural part of organisational life, given that politics and differing interests are inherent. Conflict can be resolved by listening, discussing and negotiating with employee representatives. There is a level playing field between the managers and workers – each one could get their own way. Radical group Concerns about profit and productivity should be sidelined in favour of arguing against the unethical behaviour of the management, and the injustice which it causes. The conflict can’t be resolved because the interests of