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Ability To Cope With Uncertainty

The document summarizes sources of power within organizations and how power and politics influence strategic change. It identifies six sources of power: the ability to cope with uncertainty, centrality within resource transfers, control over information, non-substitutability, control over contingencies, and control over resources. It also discusses how power and politics directly impact an organization's strategy and structure, and that companies must create an internal environment that addresses the needs of different divisions to enable changes from external forces.

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andres felipe
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17 views2 pages

Ability To Cope With Uncertainty

The document summarizes sources of power within organizations and how power and politics influence strategic change. It identifies six sources of power: the ability to cope with uncertainty, centrality within resource transfers, control over information, non-substitutability, control over contingencies, and control over resources. It also discusses how power and politics directly impact an organization's strategy and structure, and that companies must create an internal environment that addresses the needs of different divisions to enable changes from external forces.

Uploaded by

andres felipe
Copyright
© © All Rights Reserved
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd
Download as docx, pdf, or txt
Download as docx, pdf, or txt
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Concept Summary Reference (Use APA)

Power It is the ability to do something, Hiriyappa, B. (2009). Organizational


cause effects and influence Behavior (pp.186-195). New Age
people and groups within the International. Retrieved from:
organization https://bibliotecavirtual.unad.edu.co/l
ogin?
url=http://search.ebscohost.com/login
.aspx?
direct=true&db=nlebk&AN=268251
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live&scope=site&ebv=EB&ppid=pp_
184

Source of ABILITY TO COPE WITH Hiriyappa, B. (2009). Organizational


Power UNCERTAINTY Behavior (pp.186-195). New Age
One function gains power when International. Retrieved from:
it can reduce the uncertainty of https://bibliotecavirtual.unad.edu.co/l
another function ogin?
CENTRALITY url=http://search.ebscohost.com/login
It refers to the degree to which a .aspx?
function (division) is at the direct=true&db=nlebk&AN=268251
center of resource transfers on &lang=es&site=eds-
which other areas depend live&scope=site&ebv=EB&ppid=pp_
CONTROL OVER 184
INFORMATION
Information is a resource of
power. Sales can control the
production function by having
information on what customers
need.
NON SUBSTITUTABILITY
When the function of one area
cannot be duplicated or replaced
by other areas and is vital to the
company's strategy
CONTROL OVER
CONTINGENCIES
Refers to its impact on the
organization's relationships with
the environment (opportunities
and threats)
CONTROL OVER
RESOURCES
The ability of marketing and
sales, to increase customer
demand and generate resources,
explains their power in the
organization.
Effects of Power and politics directly Hiriyappa, B. (2009). Organizational
power and influence the strategy and Behavior (pp.186-195). New Age
politics on structure of companies, International. Retrieved from:
Strategic companies must follow an https://bibliotecavirtual.unad.edu.co/l
Change environment in the organization ogin?
that guarantees the needs of the url=http://search.ebscohost.com/login
different divisions, functions and .aspx?
managers, as well as changes in direct=true&db=nlebk&AN=268251
the external environment &lang=es&site=eds-
live&scope=site&ebv=EB&ppid=pp_
184

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