The Way Power, Performance and Politics Accompany Each Other in Organizations - Coursework Example

Critical Analysis for Management Name: Instructor: Date: PART A The case study seminars portray the way power, performance and politics accompany each other in organizations. This is proven in the case study through the use of hot-desking and presence of large open-plan spaces. Indeed the higher caliber organization meetings usually take place in fun rooms which are represented in the case study by Tommy Cooper Suite as well as high, uncomfortable, but ‘fun’ or ‘designer’ seating of senior officials like Ian Fletcher. The case study expresses the importance of the use of first names in an organization set up (Alotaibi, F., Cutting, R. & Morgan, J., 2017). Such names are like ‘Ian,' ‘Simon‘, ‘Tony' and they indicate the leveling of hierarchy in an organization. Nonetheless, the powers and authority can be noticed to be recessive instead of being absent in such organization settings. In fact, even the ideas are received in a cheerful manner, for example, by the use of words like ‘That's all good' insinuating that every opinion counts. During the seminar one, the issues can be seen to be right as well as appearing to be raised though not handled accordingly. The use of terminologies and jargons can also be seen to be dominating such seminars. Among the jargons, include ‘pathfinding’ document, as well as people, is invited into colleague’s ‘orbits.’ There is also the use of celebrities for hosting shows like the Britain’s Tastiest Town as well as the use of external script writers as seen in the seminar one. The use of Ian’s first meeting - problems sharing data which is the ‘Daily Senior Damage Limitation Meeting’ expresses the constant fire-fighting (Armstrong, & Taylor, 2014). In fact, it is seen in the seminars that during either the internal or external meetings, it is difficult to identify responsibilities or commitments since there is a general failure to make decisions. The head of values post which is created in the light of recent learning opportunities seems to be continuing around ageism and salaries of BBC executives during the seminar. Consequently, the use of a Glass Palace effect at the entrance symbolizes that the BBC has entirely got into the modern age. During the meeting, the employees talk freely showing the way the BBC workforce environment has become very democratic in their form of management. This can further show that independent companies nowadays characterize several TV channels and radio schedules. Besides, the BBC Corporation is seen to be bringing in key employees even in its own projects instead of its own employees possibly because of the need to incorporate expertise and new brains (Aquilani et al., 2017). This might also show an impression that the corporation has failed to manage itself which is not the case. However, the other matters in W1A are likely to make someone thinks that the way things are run is chaotic in the BBC Corporation. Insufficient strategic direction from the top management is seen to be leaving the BBC Corporation with a lot of challenges which make it stagger from one crisis to another. This clearly shows the incapability of managers to control events like the one in the case study. Moreover, the case study shows the importance of differentiating the monolithic culture, codified and the subcultures that exist within different groups in an organization, for example, among the supervisors, skilled ride operators, and other ride operators. The ‘authorized’ culture can be defined as one where the interactions between employees and clients of the company are tightly defined and managed (Beske, Land, & Seuring, 2014). However, the subcultures are seen present among the groups, though the uniforms are as well important for instant communication regarding the social merits and demerits in the organization just like in the case of Disneyland workers. It can be seen that irrespective of some efforts to resist the internalization of the Disneyland culture, this resistance appears insignificant. The author acknowledges that interviewees can only employ sanctioned terms like the guest (Choi et al., 2016). This identification with Disney culture is strengthened by the keen employee selection, allocation, subsequent training, persistent supervisory oversight as well as the tough sanctions for infringements. The case study outlines a number of modes of resistance which include handling rudeness and tough guests like through seat belt squeeze, break toss and seat belt slap in the organization. Moreover, there is also developing of inventive ways to extend the breaks of time-outs in the company (Norreklit, 2000). Nonetheless, these forms of resistance do not seem to have a big impact on the power relationships within the Company though they are likely to impact the daily work experiences of employees in the organization (Olson, & Wu, 2017). The employee's social order is strengthened by socialization, minimal room for individuality as well as the self-monitoring with an organization. PART B Introduction Indeed, it is always very important to understand the proper decision making by the organization's managers as well as giving adequate attention to the actions and outcomes that usually shape the constraints in the organization due to the institutional logics and customs since failure to do that can significantly compromise the organization's activities. The institutional logics and customs are the fulcrum of decision making in an organization, and as a separate in force, it is always advisable that the managers consider it greatly. The decision-making process can only work effectively if there is an agreement over what the manager should provide regarding the institutional logics and customs and at the same time what other employees should provide as well. The complete presentiment in the institutional logics and customs can, however, abstract the classical decision making in any organization by offering because of the constraints that are associated with it. The institutional logics and are neither costless nor strenuous, and therefore all the organization stakeholders should negotiate to find a way of eliminating all the constraints that are associated with them. Thus, institutional logics and customs are ‘neither faceless nor instantaneous. Consequently, sources of uncertainty in an organization, as well as the adverse effects of institutional logics and customs, need to be discussed to enable it to achieve its core objectives. However, the uncertainties usually result from the institutional logics and customs due to the fact that managers cannot know all possibly relevant factors during the process of decision making and as a manager contracts these factors and their possible relevance change. They are likely to fail to put a lot of emphasis on the institutional logics and customs. Nevertheless, in considering these institutional logics and customs sources, the behavioral uncertainties of particular importance due to the understanding of decision-making processes and the institutional logics and customs need to be coherently considered by all the employees of a company (Delmestri, 2009). In fact, while the managers might be ready to cope with the complexities of possible decision trees as well as being flexible enough to allow for changes in the organization. They should struggle with these institutional logics and customs uncertainties regarding the behaviors that some scholars are a function of adverse effects of handling the hazardous effects of institutional logics and traditions (Spedale, & Watson, 2014). The adverse effects of institutional logics and customs is a function of bounded reason which has no hawk's eye view but instead can occupy the perspectives that are influenced by habits of adopting what the managers might call the administrative behavior. The organizational managers usually strive for rational outcomes from institutional logics and customs as well as believing in establishing settings of the loyal employees and authority in eliminating the institutional logics and customs constraints. In fact, instead of being maximally rational, the managers' decisions are sometimes permeated with personal bias as well as the historical preferences made even without the closed systems and involving other employees due to the falling habits and heuristics. This is what frequently results in the limited variables and consequences in the organizational decision making when combined with the institutional logics and customs (Mola, & Carugati, 2012). Many managers have witnessed a burgeoning use institutional logics and customs, and this concomitantly attends to the moral hazard which is increasingly important in organizational environments where the activities which several millions of employees as well as the assets are highly specific and needs to be taken care of accordingly. Primarily, it is the managers and stakeholders of the organization who are advised to scrutinize the institutional logics and customs for possible ways through which the institutional logics and customs may affect all parties. Therefore, channeling the proper institutional logics and customs towards the success of the company is the primary duty for all managers. However, the emphasis of every manager should be on identifying and closing loopholes in an organization as well as closely monitoring of the behaviors of other employees. In order to prevent the adverse outcomes of institutional logics and customs, the manager needs collaboratively work with everyone (Spedale, & Watson, 2014). Besides, the managers have an obligation of incorporating the opportunistic behaviors and eliminating the institutional logics and customs adverse outcomes. In fact, the institutional logics and customs of general managerial practice have to been repeatedly revised with the aim of addressing the unintended consequences which normally arise from the institutional logics and customs (Mola & Carugati, 2012). Truly, it is most notably seen in the organization where a trial of a manager is directed towards achieving the right institutional logics and customs. For example, due to poor payments for fillings and crowns might subsequently result into poor institutional logics and customs which restructuring the remuneration of the employees in a company (Spedale & Watson, 2014). Managers can also find that other employees decline to perform their duties in case they are not specifically remunerated due to poor institutional logics and customs. These institutional logics and customs can sometimes be replaced by a new management strategy which is based on Units of decisions made to make the organization successful (Mola, & Carugati, 2012). However, this new management system can as well failed if the management fails to account for all the complex decisions made in the organization. Consequently, the increased number of decisions made should depend on the point of view of every employee in an organization. This is what shall help in re-designing the management of the organization which is underway regarding the new model who is expected in every organization. Conclusion There have been a number of questions regarding the prevailing rational assumption of institutional logics and customs due to institutions routines, values as well as social objects like money which are instrumental devices in every organization which needs to given a lot of consideration to come up with a positive institutional logics and customs. The institutional logics and customs when done appropriately can be the tools of rational ordering in the institutions and help to carry structure and meaning in their own right. However, a majority of the Institutions' managers are instead defined by their prevailing habits like of recurring to the formerly victorious formulae for acting upon the institutional logics and customs scripts as well as heuristics. Moreover, the managers need the moral guidance which can inform what they should do in evolving circumstances in their organizations. The understanding of institutional logics and customs have can sometimes be referred to as institutional logics which is a belief system and is carried by the organizational organizing principles. These principles create connections and purposely allow the managers within the organizational fields to have a sense of grounding as well as habituated normalcy. The organizational field would represent the surroundings in which its forces are structured regarding the specific organization's laws and the symbolic patterns. The institutional logics and customs should provide both the formal and informal rules of action as well as the interaction and interpretation in order to regulate the constrains of decision making due to institutional logics and customs which bars the managers from accomplishing the firm's tasks efficiently. This can help in obtaining effective social status, credits, penalties as well as rewards in the process of management. Also, using the institutional logics and customs can help managers in the framing of institutional logics. Several scholars of management examine the nature of institutional logics and customs in contracting the employees' behaviors. This can be done with the specific reference aiming at solving the problems of opportunism in every company. 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