– Must be totally accurate and thorough. Readings have to be used and must be a spectacular Plagiarism free paper.
– Must be on time. I am submitting and you will be required to have the papers completed. Please don’t wait till the last minute as I have 3 other classes and cannot babysit and am expecting a professional paper from whomever gets this assignment.
– Must contact me if there are questions.
-Thesis style paper and format requirements are listed in description.
Modular Learning Outcomes
Upon successful completion of this module, the student will be able to satisfy the following outcomes:
Using the five assumptions underlying Bolman and Deal’s Political Frame, assess the complex political forces (e.g., coalitions, networks, and sources of power) at work in a specific organisational situation.
Using the Political Frame, identify key political activities or behaviours in your organisation, and discuss their relative impact on the organisation.
Discuss the ways in which the Political Frame can be used as a lens for assessment of the session-long Discussion case study.
Module 3 – Background
The Political Frame
Let’s begin here with an excerpt from Bolman, L. G. & Deal, T. E. (2003). Re-framing organisations: artistry, choice, and leadership (3rd ed.). San Francisco: John Wiley. Note the assumptions of the Political Frame, as you will use these to guide the writing of your Case:
Assumptions of the Political Frame
The political frame views organisations as living, screaming political arenas that host a complex web of individual and group interests. Five propositions summarise the perspective:
Organisations are coalitions of diverse individuals and interest groups.
But the American public was bored with white male pilots in space. Human interest was good for both NASA and Congress; it built public support for the space program. McAuliffe’s participation was a magnet for the media because it made for a great human-interest story. Three years earlier, Sally Ride generated excitement as the first female astronaut.
Now the idea of putting an ordinary citizen in space—especially a teacher—caught the public’s imagination. Symbolically, Christa McAuliffe represented all Americans. Everyone flew with her.
Higher safety carried a high price—not just money, but further erosion of support from key constituents for both Morton Thiokol and NASA. Survivor, a pioneer of “reality” television, guaranteed political infighting because the rules allowed for only one winner.
The scene shifted to a tense standoff between engineers and managers. Engineers were unable leverage their expertise, their primary source of power, into a sufficiently persuasive case. Managers used their authority to recommend the launch despite the opposition.
Thiokol’s engineers had been attempting to increase management’s attention to the booster joint problem for many months. But acknowledging a problem, in addition to costing substantial time and money, risked eroding Morton Thiokol’s credibility. A large and profitable contract was hanging in the balance.
The assumption of enduring difference implies that political activity is more visible and dominant under conditions of diversity than of homogeneity. Agreement and harmony are easier to achieve when everyone shares similar values, beliefs, and culture.
When money and students are plentiful (as they were in the 1960’s and again in the 1990’s), administrators spend time determining which buildings to erect and programs to initiate. Conversely, when resources dry up, conflict mushrooms and administrators often succumb to political forces they neither understand nor control.
Pfeffer (1992, p. 30) defines power as “the potential ability to influence behaviour, to change the course of events, to overcome resistance, and to get people to do things they would not otherwise do.” Russ (1994, p. 38) puts it more strongly as the ability to “make one’s will prevail and to attain one’s goal.”
Social scientists have often emphasised tight linkage between power and dependency: if A has something B wants, A has leverage.
In much of organisational life, individuals and groups are interdependent; they need things from one another, and power relationships are multi-directional. From the view of the political frame, power is a “daily mechanism of our social existence” (Crozier and Friedberg, 1977, p. 32).
To illustrate, consider another example: a commitment China made in December 2001 to promote its accession to the World Trade Organisation.
The Chinese government promised to get serious about protecting intellectual property, ensuring that products carrying labels such as Coca-Cola, Microsoft, Sony, and Rolex were authentic. The central government passed laws, threw the book at the occasional unlucky offender, blustered in the media, and put pressure on local governments.
Yet six months later, name-brand knockoffs and pirated software were still on sale all over China, even a few blocks from Tiananmen Square” (Bolman & Deal, 2003, pp. 186-9).
Let’s continue our discussion with this interesting presentation on the Political Frame:
Holson, L.M. (2005, September 26). A quiet departure for Eisner at Disney. The New York Times. Retrieved on June 10, 2014 from: http://www.nytimes.com/2005/09/26/business/media/26eisner.html
Module 3 – Case Assignment
The Political Frame
In the Module 3 Case, you will write Chapter 3 of your thesis-style paper – relating to the Political Frame. Using specific examples of “politics” (i.e., the “jungle”) as defined by Bolman and Deal, you will use the Political Frame as a lens through which you will analyse the downfall of Walt Disney Company CEO Michael Eisner.
Karpeles, M. D. (2005). Boardroom lessons from the Disney/Ovitz case. Corporate Board, 26(155), 6-10. Retrieved on June 10, 2014 from EBSCO – Business Source Complete.
LED599, MOD 3, Case Assignment
After you have reviewed the contents of the Walt Disney Company website, completed the above readings and those provided at the Background page of Module 3, and performed additional research from the library and the internet, write a 6- to 7-page paper in which you do the following:
Keys to the Assignment
The key aspects of this assignment that are to be covered in your 6- to 7-page paper include the following:
How does the “Jungle” metaphor apply to the Eisner case?
Your paper must demonstrate evidence of critical thinking (if you need tips on critical thinking, http://www.criticalthinking.org/pages/college-and-university-students/799 is an excellent resource). Don’t simply restate facts – instead, be sure to interpret the facts you have accumulated from your research.
Remember that the Module 4 Case will also serve as Chapter 4 of your session-long thesis-style paper.
Your paper will be evaluated using the following five (5) criteria: