Rational Versus Political Model The sources of intergroup conflict are listed in
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Rational Versus Political Model The sources of intergroup conflict are listed in Exhibit 13.2.
The degree of goal incompatibility, differentiation, interdependence, and competition for limited resources determines whether a rational or political model of behavior is used within the organization to accomplish goals. When goals are in alignment, there is little differentiation, departments are characterized by pooled interdependence, and resources seem abundant, managers can use a rational model of organization, as outlined in Exhibit 13.2. As with the rational approach to decision making the rational model of organization is an ideal that is not fully achievable in the real world, though managers strive to use rational processes whenever possible. In the rational organization, behavior is not random or accidental. Goals are clear and choices are made in a logical way. When a decision is needed, the goal is defined, alternatives are identified, and the choice with the highest probability of success is selected. The rational model is also characterized by centralized power and control, extensive information systems, and an efficiency orientation.21 The opposite view of organizational processes is the political model, also described in Exhibit 13.2. When differences are great, organization groups have separate interests, goals, and values. Disagreement and conflict are normal, so power and influence are needed to reach decisions. Groups will engage in the push and pull of debate to decide goals and reach decisions. Information is ambiguous and incomplete. The political model describes the way organizations operate much of the time. Although managers strive to use a rational approach, the political model prevails because each department has different interests it wants met and different goals it wants to achieve. Purely rational procedures do not work for many circumstances. Typically, both rational and political processes are used in organizations. Neither the rational model nor the political model characterizes things fully, but each will be used some of the time. Managers may strive to adopt rational procedures but will find that politics is needed to accomplish objectives. When managers fail to effectively apply the political model, conflict can escalate and prevent the organization from achieving important outcomes. Consider what happened at Premio Foods, where CEO Marc Cinque and Charlean Gmunder, the vice president of operations, tried to use a rational model but discovered that a political model was needed. Gmunder suggested implementing a new computerized system that would overhaul the company’s outdated method of forecasting and ordering and require changes in every department. She presented facts and statistics to Cinque showing that the system would increase annual cash flow by $500,000 and save up to $150,000 a year by cutting wasted material. But even though “the numbers made it clear,” Cinque hesitated primarily because many of his senior managers expressed strong objections. After Cinque finally decided to go with the system, the conflict intensified. Gmunder couldn’t get the information she needed from some managers, and some would show up late to meetings or skip them altogether. Gmunder had failed to build a coalition to support the new system. To salvage the project, Cinque formed a team that included senior managers from various departments to discuss their concerns and involve them in determining how the new system should work. Most organizations have at least moderate conflict among departments or other organizational groups. When conflict becomes too strong and managers do not work together, it creates many problems for organizations.
Chapter 13: Conflict, Power, and Politics 519 EXHIBIT 13.2 Sources of Conflict and Use of Rational Versus Political Model When Conflict Is Low, Rational Model Describes Organization When Conflict Is High, Political Model Describes Organization Sources of Potential Intergroup Conflict ·Goal incompatibility .Differentiation Task interdependence Goals Consistent across participants Inconsistent, pluralistic within the organization Centralized Power and control Decentralized, shifting coalitions and interest groups Orderly, logical, rational Decision process Disorderly, result of bargaining and interplay among interests Limited resources ules and norms Norm of efficiency Free play of market forces; conflict is legitimate and expected Extensive, systematic, accurate Information Ambiguous, information used and withheld strategicallyExplanation / Answer
The sources of conflict in this case are:
1.Goal incompatibility: The senior manager are failing to see the greater goal.Inspite of the clear pictures of improved number in respect of cost and savings, the senior managers are not contributing to build the new system. This is mainly due to lack of coherency between the leads and their inability to understand and adapt to changes.
2. The information and the data is ambiguous and not clarified enough to the senior managers. They are failing to understand the impact of implementation of the new system. This could also be because of lack of interest from the associates and hence, leading to lack of ownership.
3.Lack of power and leadership: Cinque being the CEO failed to establish the kind of power or authority over the senior managers, such that they adhere by him. A relationship of trust is missing here between the CEO and his subordinates because of which they are indifferent towards the new change that might as well bring a positive outcome.
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