PAN African eNetwork Project

Organisation Theory and Management

Semester - I

Faculty Name: Astha Gupta

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1

Module I: Overview of Management

Schools of Management, Managing and Managers, The Challenges of
Management, The Practice and Study of Management, Emerging
Issues in Management
Module II: Management in the Era of Change
Multiple Stakeholder Relationships, The Rise of the Environmental
Movements, Ethics and Social Responsibility, Values and Quality
Improvement, Globalization of Management
Module III: Interpreting the Organizational Reality
The Systems approach to Organization, Images of Organization,
Organizational Power, Conflict and Politics, Organizational Decision
Making and Strategy Formulation, Managing Organizations An
understanding of why Organizations Fail.

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Module IV: The Organization

Motivation and Job Performance, Organizational Structure,
Organizational Design, Organizational Culture, Managing Careers &
Mentor
Relationship
Module V: Human Resource Management in Perspective
Human Resource Management and the Strategic role of HR,
Fundamentals, Purpose & Environment of Human Resource,
Human Resource
Evaluation, Human Resource Planning, Emerging trends in HR
Module VI: Human Resource Management in Action
Acquiring Human Resources, Learning & Development of Human
Resource, Performance Management System, International Human
Resource Management, Organizations - A Future Perspective

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Conflict
Conflict is a natural and inevitable outcome of
the close interaction of people who have many
diverse opinions and values, pursue different
objectives, and have differential access to
information and resources within the
organisation.
Individuals use power and politics to handle
their differences and manage conflict
Too much conflict can be harmful it can also
be positive. Conflict is normal.
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Intergroup conflict can be defined as the behaviour that occurs

among organisational groups when participants identify with one
group and perceive that other groups may block their groups goal
achievement or expectations
Can occur both horizontally and vertically
Can also occur between different divisions or business units within
an organisation

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Sources of Conflict
Goal incompatibility
Differentiation
Task interdependence
Limited resource

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Power and Organisations

Power is obviously intangible
Defined as the potential for one person (or
department) to influence other persons or
departments to carry out their orders or do
something they would not have normally done
otherwise it is about the ability to influence to
bring about desired outcomes
Emerges because of dependence the
person (or department) with the greatest
resources has the greatest power
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Definition of Politics

Power the available force or potential for

achieving desired outcomes
Politics is the use of power to influence
decisions in order to achieve those outcomes

Two definitions:
1. As self-serving behaviour
2. Natural organisational decision process

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 Vertical Sources of Power

1. Formal Position
2. Resources
3. Control of Decision Premises and Information
4. Network centrality
Means being centrally located in the
organisation and having access to information
and people that are critical to the organisations
success.
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