Essays on Organisational Elements within the Context of University Environment Essay

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The paper "Organisational Elements within the Context of University Environment" is a great example of a management essay. The organization's main aim is to ensure the requirements of stakeholders are fulfilled. Different organizations exist that utilize different fundamentals that are aimed at fulfilling organization requirements. In any organisation, there are characteristics that are common, and they include power and politics, conflict and negotiations, organisational culture, and organisational structure. Each of these elements comes with specific features that impact the way organisation operates. Thus, the aim of this report is to analyse some organisational elements within the context of the university environment. Power and Politics Power can be defined as the capacity of an individual, organization or team to influence others.

Power can come from different perspectives that may include control, influence, and authority, which are usually used interchangeably. In an organisation, power can be looked at in terms of institutional, processual, and organisational. The processual view stresses power as a bargaining and negotiation tool; the institutional view sees power resting on economic and social structures while organisational view lies between the fundamentals of processual and institutional structure (Breu & Benwell, 1999).

These types of power are commonly evident in the university environment. For example, the vice-chancellor of a university may pass policies and utilise their power based on their position to ensure the considerations and views of stakeholders are incorporated in the way the university is managed. Departmental heads can also exhibit power when they guide tutors and lectures within their departments to achieve the goals that the department had set. Power in organisations brings into consideration process rather than managerial decision-making and structure may be seen as a political activity.

For an individual or a team to survive and prosper in an organisation, the person or team should be able to bargain effectively for a share of resources, this means that the individual should play the game of organisational politics (Brown, Waterhuse, & Flynn, 2003).

Reference

Breu, K. & Benwell, G. 1999. Modelling individual transition in the context of organisational transformation. Journal of Management Development, 18(6), pp. 495-520.

Brown, K., Waterhuse, J. & Flynn, C. 2003. Change management practices: Is a hybrid model a better alternative for public sector agencies? The International Journal for Public Sector Management, 16(3), pp. 230-241.

Fryer, K., Antony, J. & Douglas, A. 2007. Critical success factors of continuous improvement in the public sector. The TQM Magazine, 19(5), pp. 497-517.

Johnson, D. 2004. Adaptation of organisational change models to the implementation of quality standard requirements. International Journal of Quality and Reliability Management, 21(2), pp. 154-174.

Kotter, J. 1996. Leading change: why transformation efforts fail. Harvard Business Review. Mar-Apr. P. 59-67.

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