Power and Politics in Organizations Essay

Abstract In institutions there are various powers, conflicts and political intrigues at play. Some of these powers may non appear not come in to something much to the untrained eye but those privy to these power struggles have it away that they go a long way in shaping the mess and the future of an organizations. When there is a change of leadership in an organization e. g. in cases where the C. E.O is retiring or moving elsewhere, the successor give want to impose his business philosophy on the organization. He does this by wielding his legitimate permit (that of being C. E. O or the boss). He or she may do this by rewarding those employees who embrace his or her business style and coerce those whom they feel are stubborn to their authority. Coercion provide oftentimes involve threats of firing or demotion or promotion sensual against errant employees. Employees who are depended upon for the familiarity to run smoothly (i. . those who own right power) may survive the ons laught because the executive officer may not want to jeopardize company operations. This however, may be temporary if the executive officer looks for suitable replacements for the errant happy employees and then forces the incumbent expose of the company or into positions less glamourous. In this assignment, I have looked into a case involving a blue chip company in eastward Africa called Safaricom Ltd and the power struggles between the incumbent C. E. O and top level able employees.Safaricom says the deuce resigned but they might have been the first victims of the new C. E. Os no nonsense approach to business. Before his resignation, Mr. John Barorot had been Safaricoms brain Technical Officer. He was one of the longest serving employees having coupled the company in 2000. The other person who seems to have received the burn down was the Chief Information Officer Mr. Robert Mugo. The power and political intrigues within the company saw the exit of the two with analysts indic ating that Mr.Collymore viewed them as a challenge to his authority in the company. He used his legitimate power to get the two to resign. Mr. Barorot opted to resign rather than go through a new exact talent assessment procedure. This indicates the presence of coercive powers in the company. Despite their expertness in their various capacities, Mr. Barorot and Mr. Mugo could not rely only on their expert power to retain their jobs. Hence, they were trounced by the legitimate power wielded by the Chief Executive Officer.