Organizations as Political Systems: Resource Dependence Theory and Power

Organizations as Political Systems: Resource Dependence Theory and Power Student: Professor: Course title: Date: Organizations as Political Systems: Resource Dependence Theory and Power There is unbalanced power between non-management and management of the organization. Since they have more power than non-managers, managers in the organization influence the behaviors of non managers to achieve a particular goal. Since the management is more powerful, it can compel non-managers to do something. If non-managers fail to conform to the influence and expectations of the management, the managers can administer sanctions, punishments, or take away advantages (Casciaro & Piskorski, 2005). At present, there is a neutral party – a negotiator – that is working towards resolutions. The negotiator works to create a trustful relationship between the management and the non-management that would result in an integrative agreement and a balance of power between the two. The board of directors (BoD) of the company are involved and they help the overall performance of the organization. The board of directors follow the resource dependence model. The fundamental suggestion of the resource dependence model is the need for environmental connections between the organization and the outside resources (Emerson, 1962). In this viewpoint, the directors of the company serve to link the organization with external factors through co-opting resources that are required for the firm to survive. This implies that the BoD is a crucial mechanism for absorbing essential elements of environmental uncertainty into the company. Emerson (1962) mentioned that environmental connections can decrease transaction costs that are related to environmental interdependency. If employees have gone through all the regulatory processes, they can deal with power conflict with their superiors by accommodating to resolve the conflict. By using the conflict resolution style of accommodating, the employees will listen and accept what their superiors tell them without exhibiting resistance. Accommodating style of conflict resolution is typified by suppressed emotional levels, a moderate clarity of goals for both parties, a low to high skill level of parties, a win-lose attitude towards authority, a weak status of relationship, as well as a high fear of punishment. Employees are exhaustive of options to self-terminate when they ...