| Learning objectives |
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
- Explain the nature and significance of power and influence in
organizational contexts, and specify key strategies for exercising
power and influence in those contexts
- Define and evaluate the connections between power, influence,
and organizational politics, and evaluate the dynamics of
interpersonal and group politics in concrete organizational
settings.
- Use the case materials assigned in the course to provide
specific examples of the many ways in which organizational politics
manifest themselves, and the ways in which they influence
individual, team, and organizational performance.
- Analyze the power dynamics and political challenges presented
in the case studies assigned in the course, and display the ability
to evaluate the sources of power, political interests, formal and
informal network affiliations, and influence strategies of the key
players in those cases.
|
| Course prerequisites |
| Bachelor degree. The course is offered as an
elective in concentration in Diversity and Change Management in the
Masters Program in Business, Languages and Culture (BLC), but is
also open to students in other graduate programs at the CBS,
including international students. |
| Examination |
|
Power,
Influence and Organizational Politics:
|
| Exam
ECTS |
7,5 |
| Examination form |
Home assignment - written product |
| Individual or group exam |
Individual exam |
| Size of written product |
Max. 10 pages |
| Assignment type |
Case based assignment |
| Duration |
Written product to be submitted on specified date
and time. |
| Grading scale |
7-step scale |
| Examiner(s) |
One internal examiner |
| Exam period |
Winter |
| Make-up exam/re-exam |
Same examination form as the ordinary
exam
|
|
| Course content and structure |
|
The ability to wield power effectively is vital to a successful
career. Toxic organizational politics can derail individual careers
and whole organizations. This course prepares students to function
as effective leaders and managers while also managing themselves
and their careers in the face of the challenges presented by the
pervasiveness and persistence of organizational politics, power,
and influence. Through the use of case studies and theoretical
readings the course provides participants with an extended
opportunity for practical discussion and critical analysis of the
complex strategic, organizational and interpersonal dynamics of
power, politics, and influence they will confront throughout their
careers.
The course prioritizes classroom discussion and debate over
lectures in order to help course participants to develop and
to refine the kinds of communication, analysis, and presentation
skills that can help them to navigate the turbulent waters of
organizational power and politics.
Topics and themes covered in the course include: the nature of
organizational politics; the difference between formal and informal
authority in organizations; sources of personal, team, and
organizational power and influence; techniques and tactics for
exerting power and influence; cultural and contextual influences on
the dynamics of organizational power; the politics of change
management; the politics of gender and diversity in organizational
contexts; and the power dynamics of performance evaluations and
reviews.
|
| Teaching methods |
| Class time will consist almost entirely of
case-based discussions, exercises, and simulations, with very few
formal lectures. Students will participate actively in and
analyzing presenting cases. Students will be strongly encouraged to
form study groups that meet outside of class to prepare and discuss
cases in advance. |
| Student workload |
| Preparation for class + teaching |
136 hours |
| exam |
70 hours |
|
| Further Information |
|
Changes in course schedule may occur
Tuesday 13.30-16.05, week 36-41, 43-46
|
| Expected literature |
|
Course materials consist of business cases, discussion and
simulation exercises, and some supplementary readings. All
students are responsible for purchasing all course materials and
for showing up for class ready to discuss them. The case
materials assigned for this course are all available for purchase
at the Harvard Business School Publishing.
Indicative Literature:
- Michel Anteby, Nitin Nohria (2008) “Michael Fernandes at
Nicholas Paremal.” Harvard Business School Case
Study.
- Joshua Margolis, Anne Donnellon (1991) Jonah Creighton A and B.
Harvard Business School Case Study.
- Linda A. Hill, Mark Rennella (2011) “Martha Rinaldi: Should She
Stay or Should She Go?” Harvard Business School Case
Study.
- Tiziana Casciaro and Kathleen McGinn (2003) “Abelli and
Saviotti at Banca Commerciale Italiana.” Harvard Business
School Case Study.
- Abraham Zaleznick (May June1970) “Power and Politics in
Organizational Life,” Harvard Business Review.
- Selections from Jeffrey Pfeffer(1993) Managing With Power:
Politics and Influence in Organizations. Cambridge:
Harvard.
- Selections from Calvin Morrill (1995) The Executive Way:
Conflict Management in Corporations. The University of Chicago
Press.
- Selections from Robert Jackall (2010) Moral Mazes: The
World of Corporate Managers. Oxford University
Press.
|
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