Implementation of strategy power politcal Annotated Bibliography

Implementation of strategy power politcal - Annotated Bibliography ExampleMiddle managers are even known to form coalition groups if it increases their leverage. In such a government agency it is imperative to recognize the importance of middle management support. We can use political tools such as equanimity and satisficing to encourage commitment. Reducing management opposite can be accomplished through inducement, persuasion, obligation and coercion. Upper management can realize that middle level managers may be right in their assumption that the fundamental law cannot achieve the plan. Where confidence is lacking, upper management can provide the impetus through training and reward inducement. In cases of hard sell, coercion and appeal to obligation might be necessary. Not heeding the interests of middle management only works to the organizations detriment. Middle management can sabotage, clutch or reduce the quality of the implementation of a new project that does not serve their self interests.The author states that failure to implement MIS changes in an organization may be due to internal factors, poor system design or interaction of specific features of the new design with the present organizational system. It is and so important to get top management support and user involvement in the design process, make technically sound systems that are user tender as well, overcome resistance to change and show how the benefits of the new system would outweigh the costs. The author uses Klings six distinct theoretical perspectives of Rational, Structural, Inter-actionist, Organizational Politics, and circle Politics. While the first three have been classify under Systems Rationalism, the last three come under Segmented Institutionalism. As regards types of resistance, they can be classified into People Determined Factors and System Determined Factors. However, though a pragmatic application of Interaction theory, many of the causes can be addressed success fully. Interacting with