Analysis of Dynacorp Case
Analysis of the Dynacorp Case
The political lens looks at an organization from the perspective of "how power and influence are distributed and wielded, how multiple stakeholders express their different preferences and get involved in or excluded from decisions, and how conflicts can be resolved" (Ancona, Kochan, Scully, Van Maanen and Westney M2-10) . It is an arena for competition and conflict among individuals, groups and other organizations whose interests and goals differ dramatically. The roots of conflict lie in different and competing interests and disagreements require political action, including negotiation, coalition building and the exercise of power and influence. The steps in using the political lens for an effective analysis of an organization are , mapping of power and interests, getting buy-in' and finding allies and building coalitions. The core concepts of the political lens are power and interests. I will define and use all these concepts to analyze the political perspective of Dynacorp, a "major global information systems and communication company" and to identify which factors have been facilitating and which have been hindering the change process at Dynacorp. (Dynacorp case, 1999: M-2, 85)
Political Lens Analysis
Interests
In the political perspective, there are two types of interests, individual interests and collective interests. Individual interest is defined as an "individual acting in his own personal interests, which, however numerous and varied they may be, are reducible to common economic currency that allows that individual to compare the relative value or utility of meeting each interests" (Ancona, Kochan, Scully, Van Maanen and Westney1999 M2- 34). Collective interest is defined as "those interests shared by others who belong to the same group or category, and center on the welfare and maintenance of the group" (Ancona, Kochan, Scully, Van Maanen and Westney1999 M2- 34). Collective interests groups are also
The political lens looks at an organization from the perspective of "how power and influence are distributed and wielded, how multiple stakeholders express their different preferences and get involved in or excluded from decisions, and how conflicts can be resolved" (Ancona, Kochan, Scully, Van Maanen and Westney M2-10) . It is an arena for competition and conflict among individuals, groups and other organizations whose interests and goals differ dramatically. The roots of conflict lie in different and competing interests and disagreements require political action, including negotiation, coalition building and the exercise of power and influence. The steps in using the political lens for an effective analysis of an organization are , mapping of power and interests, getting buy-in' and finding allies and building coalitions. The core concepts of the political lens are power and interests. I will define and use all these concepts to analyze the political perspective of Dynacorp, a "major global information systems and communication company" and to identify which factors have been facilitating and which have been hindering the change process at Dynacorp. (Dynacorp case, 1999: M-2, 85)
Political Lens Analysis
Interests
In the political perspective, there are two types of interests, individual interests and collective interests. Individual interest is defined as an "individual acting in his own personal interests, which, however numerous and varied they may be, are reducible to common economic currency that allows that individual to compare the relative value or utility of meeting each interests" (Ancona, Kochan, Scully, Van Maanen and Westney1999 M2- 34). Collective interest is defined as "those interests shared by others who belong to the same group or category, and center on the welfare and maintenance of the group" (Ancona, Kochan, Scully, Van Maanen and Westney1999 M2- 34). Collective interests groups are also
References: Ancona, Kochan, Scully, Van Maanen and Westney1999. Managing for the future: Organizational Behavior and Processes (3rd Edition) Cincinnati: South-Western College Publishing. Dynacorp Revisited. 1999. In Ancona, Kochan, Scully, Van Maanen and Westney1999. Managing for the future: Organizational Behavior and Processes (3rd Edition) M2 - 85-90. Cincinnati: South-Western College Publishing.