Power and Politics in Organizational Learning and Development

NB: We do not resell your papers. Upon ordering, we do an original paper exclusively for you.

NB: All your data is kept safe from the public.

Table of Contents

Introduction
Body
Conclusion
Reference List

Introduction

Any organization is a complex entity characterized by multiple processes and interactions vital for its successful functioning and evolution. It means that effective management of any unit demands improved knowledge of structures within existing groups, how people interact, and what factors might influence results. Additionally, organizational learning and development (OL&D) become another critical aspect essential for an appropriate management as it helps to generate and retain knowledge. However, learning organizations depend on existing power patterns and organizational politics that create the basis for interactions and collaboration within a company. Such aspects as horizontal power and influence, as a part of organizational politics, can impact OL&D and stipulate different outcomes. For this reason, it is vital to devote critical attention to these two issues to avoid undesired consequences.

Body

The concept of power distribution in organizations is critical in the modern environment. Geppert, Becker-Ritterspach and Mudambi (2016) say that there are two models employed by managers, such as horizontal and vertical ones. The first one implies that authority and power are distributed among various departments equally. (Prado and Sapsed, 2016) states that in organizations with this model, more options are offered to employees who are encouraged to make decisions without the approval of top managers. This flat structure also influences most processes within an organization and preconditions behaviors and types of relations expressed by workers in different situations (Waring et al., 2018). In such a way, horizontal power distribution is expected to create the basis for enhanced collaboration and better outcomes. At the same time, it might help establish a positive collective atmosphere.

However, in some cases, this model of power distribution might stipulate undesired results. Smerek (2017) says that in all organizations, some people and departments are more important than others. For instance, the CEO is traditionally viewed as a more significant group compared to the remaining ones (Leong, 2021a). It might influence OL&D and the work of the learning organization. The disbalance and asymmetrical relations might affect the distribution of learning resources needed to acquire and generate knowledge, meaning that less essential departments will have lower chances to learn and improve their work (Whittle et al.,2016). It will result in reduced learning capability and the emergence of multiple barriers to learning and acquiring new information, which is unacceptable for learning organizations (Langer, 2017). This example demonstrates how power might influence OL&D in units and why it is vital to consider this aspect.

Influence is another aspect of organizational politics that can impact learning processes’ results and outcomes. In general, the second term states for activities that are not formally outlined; however, they lead to the generation of additional benefits by particular workers and their empowered position (Leong, 2021b). It is often associated with age, experience, gender, or other factors contributing to holding a more influential position (Eghenter, 2018). From this perspective, the ability to affect decision-making and people involved in the process becomes a significant factor that might promote the emergence of multiple effects that should be managed to avoid undesired outcomes. Schildt, Mantere and Cornelissen (2020) state that influence can also be associated with the tradition or specific views on how the authority should be distributed between team members. It will also influence any learning organization.

From the perspective of OL&D, organizational politics is a framework that can be employed to improve the process of generating and transferring knowledge. Thus, using informal patterns existing within groups, it is possible to ensure that workers share new data and implement innovative solutions faster (Schildt, Mantere and Cornelissen, 2020). However, in some situations, influence can serve as a barrier to the practical work of learning organizations, as individuals with strong authority might resist change (Macpherson, Breslin, and Akinci, 2021). It is associated with their fear of losing their position or the inability to accept new patterns. In this regard, the given element of organizational politics becomes an aspect slowing down the speed of positive change and cultivating the establishment of an undesired climate within groups. For this reason, managers should devote much attention to this concept to guarantee informal relations do not create barriers to successful learning and interaction.

In such a way, the success of any learning organization and its development depends on numerous factors, including power and organizational politics. The examples above show that both the horizontal model and influence can have various effects on results. On the one hand, they ensure better knowledge acquisition through involvement and increased motivation (Beyes, Costas and Ortmann, 2019). At the same time, they can critically limit the OL&D process and introduce barriers slowing down the speed of positive change (Buchanan and Badham, 2020). it means that the creation of the climate necessary for promoting the demanded alteration should be done regarding the existing power and political patterns. Otherwise, there is a high risk of failure or increased resistance to change. Being a place for numerous interactions between individuals, organizations demand effective tools and interventions to consider all factors and employ them correctly.

Conclusion

Altogether, power and organizational politics are integral parts of any modern organization. They influence the distribution of authority, relations between employees, and their readiness to engage in new processes. The horizontal model and the informal influence based on values and experiences might be both facilitators and inhibitors of the planned change and acquisition of new information, its transfer, and retaining. For this reason, it is vital to consider these aspects when planning educational activities and ensure employees with a strong influence on others or with official authority support the planned actions and contribute to the establishment of a new environment within a unit.

Reference List

Beyes, T., Costas, J. and Ortmann, G. (2019) ‘Novel thought: towards a literary study of organization’, Organization Studies, 40(12), pp. 1787–1803. doi:10.1177/0170840619874458.

Buchanan, D. and Badham, R. (2020) Power, politics, and organizational change. 3rd and, Thousan Oaks, CA: SAGE Publications.

Eghenter, A. S. (2018) ‘Organizational creativity, play and entrepreneurship’, Organization Studies, 39(2–3), pp. 169–190. doi:10.1177/0170840617753093.

Geppert, M., Becker-Ritterspach, F. and Mudambi, R. (2016) ‘Politics and power in multinational companies: integrating the international business and organization studies perspectives’, Organization Studies, 37(9), pp. 1209–1225. doi:10.1177/0170840616656152.

Langer, A. (2017) Information technology and organizational learning: managing behavioral change in the Digital Age. 3rd edn. New York, NY: CRC Press.

Leong, L. (2021a) Power makes you more likely to cheat, steal, talk over people and swear at work. Why?

Leong, L. (2021b) “Power can be a sword or a torch”, women speak out about power at work.

Macpherson, A., Breslin, D. and Akinci, C. (2021) ‘Organizational learning from hidden improvisation’, Organization Studies. doi:10.1177/01708406211035509.

Prado, P. and Sapsed, J. (2016) ‘The anthropophagic organization: how innovations transcend the temporary in a project-based organization’, Organization Studies, 37(12), pp. 1793–1818. doi: 10.1177/0170840616655491.

Schildt, H., Mantere, S. and Cornelissen, J. (2020) ‘Power in sensemaking processes’, Organization Studies, 41(2), pp. 241–265. doi:10.1177/0170840619847718.

Smerek, R. (2017) Organizational learning and performance: the science and practice of building a learning culture. New York, NY: Oxford University Press.

Whittle, A. et al. (2016) ‘Sensemaking, sense-censoring and strategic inaction: the discursive enactment of power and politics in a multinational corporation’, Organization Studies, 37(9), pp. 1323–1351. doi:10.1177/0170840616634127.

Waring, J.et al. (2018) ‘Healthcare leadership with political astuteness (HeLPA): a qualitative study of how service leaders understand and mediate the informal ‘power and politics’ of major health system change’, BMC Health Services Research, 18(1), p. 918.

Click Here To Order Now!

Power and Politics in Organizational Learning and Development

Do you need this or any other assignment done for you from scratch?

We have qualified writers to help you.

We assure you a quality paper that is 100% free from plagiarism and AI.

You can choose either format of your choice ( Apa, Mla, Havard, Chicago, or any other)