Quinlan's Organisation Behaviour

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Quinlan's Organisation Behaviour

Quinlan's Organisation Behaviour


Organizational politics comprises of undertakings conveyed out inside associations to acquire, develop and use power and other assets to get one's favoured outcomes. Tactics that persons can use to play politics encompasses expanding indispensability, associating with mighty managers, construction and organising coalitions, commanding the agenda, and conveying in an out-of-doors expert. Playing organizational politics by utilising power can advance the quality of the organization. However, the concerns of other organizational stakeholders may be jeopardized if peak managers have the proficiency to command and hoard power and entrench themselves in the organization.

Quinlan has been UK's foremost retail giant for a long period of time. By end of 1998 there was evidence of a crisis and since then the company has been on a decline. The company has been ignoring market changes and trying to maintain its corporate image and identity. This has caused the customers to drift to more fashionable brands causing huge loss of business to Quinlan. Presently the company is on a restructuring exercise to improve sales with particular emphasis on customer satisfaction and marketing.


Organizational power is the proficiency of one player or stakeholder to over arrive opposition by other actors and accomplish a yearned target or result. According to most investigators, organizational power is the means through which confrontation gets settled, and it can be characterised as the proficiency of one individual or assembly to overwhelm opposition by other ones to accomplish a yearned target or result (Pfeffer & Salancik, 1974). The major causes of power accessible to managers and subunits are administration, command over assets and data, no substitutability, command over doubt, unobtrusive power and centrality. Authority is the power which is legitimized by the lawful and heritage bases on which an association is based. In exercising administration, supervisor workouts a lawful right to command assets, encompassing human resources (Nelson and Quick, 2006). Authority is delegated to those smaller in the hierarchy who are held to blame for the way they use organizational assets in a decentralized organizations. However, in centralized associations, there's usually less scope for persons to enlist in behaviours directed at profiting power (Madison et al, 1980).

Organizations need assets for example capital, human abilities, raw material and customers to survive. If a asset is especially significant for an association, the subunit that has command over that asset has a good deal of power. For demonstration, the R&D abilities and information of Merck is essential to make new pharmaceuticals are a critical resource. The older researchers then is the one with the most power at Merck because they posses the information on which the achievement of the association depends (Nelson and Quick, 2006).

Control of strategic data flow to, from, and between subunits are causes of substantial power in the conclusion making process. The command of data is the source of power of numerous persons or subunits in focused roles. Similarly, purposes may have power because they command the data and information that are necessary to explain organizational ...
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