'Power and Politics in Organizations Essay\r'

'Abstract In organizations on that point are various causations, conflicts and political intrigues at play. Some of these strengths may not push through not amount to something much to the impetuous eye and those privy to these power struggles know that they go a huge way in shaping the circle and the future of an organizations. When there is a transmute of leadership in an organization e. g. in cases where the C. E.\r\nO is retiring or paltry elsewhere, the successor will require to chitchat his business philosophy on the organization. He does this by wielding his legitimatize dresser (that of beingness C. E. O or the boss). He or she may do this by honour those employees who embrace his or her business modality and coerce those whom they feel are resolute to their authority. Coercion will oftentimes postulate threats of firing or demotion or progress stifling against errant employees. Employees who are depended upon for the ac gild to run smoothly (i. . those w ho own secure power) may survive the onslaught because the administrator officer may not want to jeopardize company operations. This however, may be temporary if the executive officer looks for fit replacements for the errant intellectual employees and then forces the officer out of the company or into positions little glamourous. In this assignment, I perk up looked into a case involving a blue escape company in East Africa called Safaricom Ltd and the power struggles between the incumbent C. E. O and happen level expert employees.\r\nSafaricom says the both put ined but they might have been the first victims of the new-fangled C. E. O’s no hokum approach to business. Before his resignation, Mr. John Barorot had been Safaricom’s Chief Technical Officer. He was one of the longest serving employees having joined the company in 2000. The other person who seems to have received the sack was the Chief teaching Officer Mr. Robert Mugo. The power and political intrigues deep down the company saw the exit of the two with analysts indicating that Mr.\r\nCollymore viewed them as a challenge to his authority in the company. He used his true power to get the two to resign. Mr. Barorot opted to resign rather than go through a new rigorous talent mind procedure. This indicates the presence of coercive powers in the company. contempt their expertise 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 director Officer.\r\n'