Dynacorp Case Analysis
DYNACORP CASE ANALYSIS
The political lens sees an organization as “an arena for competition and conflict among individuals, groups, and other organizations whose interest and goals differ and even clash dramatically” (Ancona, Kochan, Scully, Van Maanen, & Westney, 2005: M-2, 33). It assumes that “In the political perspective, 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, all of which recognize that rationality is local” (Ancona et al., 2005: M2, 33). I will analyze and explain the concepts within the political landscape to explain the new front end / back end structure at Dyna Corporation, “known in the industry as Dynacorp, a major global information systems and communications company” described in the case Dynacorp revisited and I will also explain what aspects of the political landscape will contribute to the success or failure of the new structure (Dynacorp Revisited, 2005: M-2, 85).
POLITICAL DESIGN ANALYSIS
Stakeholder Interests and Relationships In the political perspective conflicts arise when stakeholders have competing or conflicting interest. Interest refers “to what people want- what’s at stake for them in a decision or course of action. Depending on how an action affects their interests, people will support or oppose it”. We will discuss how the stakeholders in the case Dynacorp revisited have been affected by the new Front / Back End Design and determine their interest to attest whether they will support or oppose the new design. To clarify who we identify as a stakeholder we will use the textbook definition of a stakeholder as “a group that has a shared ‘stake’ (ie. a set of collective interest) that is affected by what the organization is and how it carries out its activities” (Ancona et al., 2005: M2, 34).
The new Front / Back Design at Dynacorp was a strategic design put in place to
The political lens sees an organization as “an arena for competition and conflict among individuals, groups, and other organizations whose interest and goals differ and even clash dramatically” (Ancona, Kochan, Scully, Van Maanen, & Westney, 2005: M-2, 33). It assumes that “In the political perspective, 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, all of which recognize that rationality is local” (Ancona et al., 2005: M2, 33). I will analyze and explain the concepts within the political landscape to explain the new front end / back end structure at Dyna Corporation, “known in the industry as Dynacorp, a major global information systems and communications company” described in the case Dynacorp revisited and I will also explain what aspects of the political landscape will contribute to the success or failure of the new structure (Dynacorp Revisited, 2005: M-2, 85).
POLITICAL DESIGN ANALYSIS
Stakeholder Interests and Relationships In the political perspective conflicts arise when stakeholders have competing or conflicting interest. Interest refers “to what people want- what’s at stake for them in a decision or course of action. Depending on how an action affects their interests, people will support or oppose it”. We will discuss how the stakeholders in the case Dynacorp revisited have been affected by the new Front / Back End Design and determine their interest to attest whether they will support or oppose the new design. To clarify who we identify as a stakeholder we will use the textbook definition of a stakeholder as “a group that has a shared ‘stake’ (ie. a set of collective interest) that is affected by what the organization is and how it carries out its activities” (Ancona et al., 2005: M2, 34).
The new Front / Back Design at Dynacorp was a strategic design put in place to
References: Ancona, D., Kochan, T., Scully, M., Van Maanen, J. & Westney, D.E. 2005 Managing for the future: Organizational behavior and processes (3rd ed.). Cincinnati: South-Western College Publishing. Denacorp Revisited. 2005. In D. Ancona et al. Managing for the future: M-2, 85-90.Cincinnati: South-Western College Publishing.