Analysis of the Case Oticon Using the Political Metaphor

Topics: Politics, Vice President of the United States, Organization Pages: 8 (2496 words) Published: February 18, 2013
analysis of the case
chattanooga using the Political System metaphor

Karlstad Business School
Handelshögskolan vid Karlstads Universitet

Course code: FEAD51 Course name: Competence and Leadership Title: Analysis of the Case Chattanooga Using the Political System Metaphor Date of Submission: 2013-01-17 Family name Shurrab El Bouassami

Given name
Hafez Mohammed

Name of the teacher: Markus Fellesson and Sofia Molander Name of the administrator: Frania Johansson

TABLE OF CONTENTS
1. 2. 3. 4. INTRODUCTION ..........................................................................................................- 1 BACKGROUND ............................................................................................................- 1 THEORY ........................................................................................................................- 1 ANALYSIS .....................................................................................................................- 2 4.1. 4.2. 4.3. 5. 6. INTERESTS ............................................................................................................- 2 CONFLICTS ...........................................................................................................- 3 POWER ...................................................................................................................- 4 -

CONCLUSIONS.............................................................................................................- 5 REFERENCES ...............................................................................................................- 6 -

I

1. INTRODUCTION
The metaphors of organizations and management have been discussed by Gareth Morgan in his book “Images of Organizations” (Morgan, 2006). Morgan exposed eight metaphorical images of organizations including machine, organism, brain, culture, political system, psychic prison, flux and transformation, and instrument of domination. Each one of these metaphors creates insight, but also obscures some corners. They have both pros and cons. They enable seeing, but also not seeing. No one of them is said to be correct and right.

2. BACKGROUND
Chattanooga Ice Cream Division is one of three major incorporated industries to CFC, Chattanooga Food Corporation. The division lost third-largest customer for no logical reasons. Charles Moore, the president and general manager of the division conducted a management meeting to discuss current situations, investigate the root causes, and find out proper solutions. Many conflicts occurred during the meeting. The actions and reactions can be projected to reflect how the division functions as one of metaphorical images. In this report, the case is analyzed using the political system metaphor. In other words, it discusses what we could see and reflect when projecting the division’s behavior on the principles and approaches of the political system metaphor.

3. THEORY
An organization’s politics is most clearly manifest in the conflicts and power plays that sometimes occupy center stage, and in the countless interpersonal intrigues that provide diversions in the flow of organizational activity. More fundamentally, however, politics occurs on an ongoing basis, often in a way that is invisible to all but those directly involved (Bacharach & Lawler, 2000). There are three relationships to be considered when speaking of organizations the systems of political activities, which are interests, conflict and power (Morgan, 2006). Politics accepts the reality of multilateralism. Therefore, the concept of politics is strongly connected with the diversity of interests. Projecting that on organizations generally, they could be regarded as arenas for reconciling different interests (Culbert & McDonough, 1980). Different interests are natural and must be handled. For that purpose, the general interests are analyzed as individual interests. There are...

References: Bachrach, P. and Baratz, M. S. (1962). ”Two Faces of Power." American Political Science Review. Bachrach, P. and Baratz, M. S. (1970). Power and Poverty. New York: Oxford University Press. Bacharach, S. B. and Lawler, E. I. (1980). Power and Politics in Organizations. San Francisco: Iossey-Bass. Bacharach, S. B. and Lawler, E. I. (2000). Organizational Politics. Stamford, CT: IAI Press. Benson, I. K. (1973). "The Analysis of Bureaucratic-Professional Conflict.” Sociological Quarterly. Brown, L. D. (1983). "Managing Conflict Among Groups,” pp. 225-237 in D. A. Kolb, I. M. Rubin, and Mclntyre, I. Organizational Psychology. Englewood Cliffs, NI: Prentice Hall. Buroway, M. (1979). Manufacturing Consent. Chicago: University of Chicago Press. Burrell, G. and Morgan, G. (1979). Sociological Paradigms and Organizational Analysis. London: Heinernann Educational Books. Child, I. (1935). "Management Strategies, New Technology and the Labour Process,” in D. Knights, H. Willmott, and Collinson, D. Job Redesign. Aldershot, UK: Cnnlpr. Coser, L. A. (1956). The Functions of Social Conflict. New York: Routledge & Kegan Paul. Crozier, M. (1964). The Bureaucratic Phenomenon. London: Tavistock. Culbert, S. and McDonough, I. (1980). The Invisible War: Pursuing Self-Interest at Work. Toronto: Iohn Wiley. Emerson, R. M. (1962). "Power-Dependence Relations.” American Sociological Review. Hickson, D. 1., Hinings, c. R., Lee, c. A., Schneck, R. E., and Pennings, J. M. (1971). "A Strategic Contingencies Theory of lntra-organizational Power.” Administrative Science Quarterly. Kanter, R. M. (1977). Men and Women of the Corporation. New York: Basic Books. Miller, E. I. and Rice, A. K. (1967). Systems of Organization. London: Tavistock. Morgan. G. (2006). Image of organization. Schulich School of business, Toronto. Pfeffer, J. (1978). Organization Design. Arlington Heights, IL: Al-1M.
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