This example is based on an incident reported in Monica Langley, Columbia Tells Doctors at Hosp to End Their Outside Practice, The Wall Street Journal (May 2,1997), A1, A6.

1. Lee G.

Bohnan and Terrence E. Deal, Reframing Organizations: Artistry, Choice, and Leadership (Sar Francisco: Jossey-Bass, 1991).

2. Paul M. Terry, Conflict Management, The Journal of Leadership Studies 3, no. 2 (1996), 3—21; Kar- leen M. Eisenhardt, Jean L. Kahwajy, and L.J. Bourgeois III, How Management Teams Can Have a Good Fkr-. Harvard Business Review (My—August 1997), 77—85.

3. Clayton T. Alderfer and Ken K. Smith, Studying Intergroup Relations Imbedded in Organizations, Admins- trative Science Quarterly 27 (1982), 35—65.

4. Muzafer Sherif, Experiments in Group Conflict, Scientific American 195 (1956), 54—58; E:- gar H. Schein, Organizational Psychology, 3d ed. (Englewood Cliffs, N.J.: Prentice-Hall, 1980).

5. M. Afzalur Rahim, A Strategy for Managing Conflict in Complex Organizations, Human Relatio'i 38 (1985), 81—89; Kenneth Thomas, Conflict and Conflict Management, in M.D.

Dunnette, ec Handbook of Industrial and Organizational Psychology (Chicago Rand McNally, 1976); S:.- artM. Schmidt and Thomas A. Kochan, Conflict: Toward Conceptual Clarity, Administrative Science Quarterly 13 (1972), 359—370.

6. L. David Brown, Managing Conflict Among Groups, in David A. Kolb, Irwin M. Rubin, ar: James M. Mclntyre, eds., Organizational Psychology: A Book of Readings (Englewood Cliffs, N.J.: Prentice- Hall, 1979), 377—389; Robert W. Ruekert and Orville C. Walker, Jr., Interactions between Marketi\:

and R&D Departments in Implementing Different Business Strategies, Strategic Management Journal 8 (1987), 233-248.

7. Amy Barrett, Indigestion at Taco Bell, BusinessWeek (December 14, 1994), 66—67; Greg Burns, Fast-Food Fight, BusinessWeek (June 2,1997), 34—36.

8. Aaron Bernstein with Michael Arndt, Wendy Zellner, and Peter Coy, Too Much Corporate Power? BusinessWeek (September 11, 2000), 144—158.

9. Nanette Byrnes, with Mike McNamee, Ronald Grover, Joann Muller, and Andrew Park, Auditing Here, Consulting Over There, BusinessWeek (April 8, 2002), 34—36.

10. Thomas A. Kochan, George R Huber, and L.L. Cummings, Determinants of Intraorganizational Conflict in Collective Bargaining in the Public Sector, Administrative Science Quarterly 20 (1975), 10—23.

11. Victoria L. Crittenden, Lorraine R. Gardiner, and Antonie Stam, Reducing Conflict Between Marketing and Manufacturing, Industrial Marketing Management 22 (1993), 299—309; Benson S. Shapiro, Can Marketing and Manufacturing Coexist? Harvard Business Review 55 (September—October 1977), 104-114.

12. Eric H. Neilsen, Understanding and Managing Intergroup Conflict, in Jay W. Lorsch and Paul R. Lawrence, eds., Managing Group and Intergroup Relations (Homewood: Irwin and Dorsey, 1972), 329— 343; Richard E. Walton and John M. Dutton, The Management of Interdepartmental Conflict: A Model and Review, Administrative Science Quarterly 14 (1969), 73—84.

13. Jay W. Lorsch, Introduction to the Structui Design of Organizations, in Gene W. Dalton, Paul R. Lawrence, and Jay W. Lorsch, eds., Organization Structure and Design (Homewood: Irwin and Dorsey, 1970), 5.

14. James D. Thompson, Organizations in Action (New York: McGraw-Hill, 1967), 54—56.

15. Walton and Dutton, The Management c Interdepartmental Conflict.

16. Joseph McCann and Jay R. Galbraith, Interdepartmental Relations, in Paul C. Nystrom and Wil­liam H. Starbuck, eds., Handbook of Organizational Design, vol. 2 (New York: Oxfon University Press, 1981), 60-84.

17. Roderick M. Cramer, Intergroup Relations and Organizational Dilemmas: The Role of Categorization Processes, in L.L. Cummings and Barry M. Staw, eds., Research in Organizational Behavior, vol. 13 (New York: JAI Press, 1991), 191—228; Neilsen, Understanding and Managing Intergroup Conflict; Louis R.

Pondy, Organizational Conflict: Concepts and Models, Administrative Science Quarterly 12 (1968), 296-320.

18. Jeffrey Pfeffer, Power in Organizations (Marshfield, Mass.: Pitman, 1981).

19. Robert A. Dahl, The Concept of Power, Behavioral Science 2 (1957), 201—215.

20. W. Graham Astley and ParamijitS. Sachdeva, Structural Sources of Intraorganizational Power: A Theoretical Synthesis, Academy of Management Review 9 (1984), 104—113; Abraham Kaplan, Po.wer in Perspective, in Robert L. Kahn and Elise Boulding, eds., Power and Conflict in Organiza­tions (London: Tavistock, 1964), 11—32.

21. Gerald R. Salancik and Jeffrey Pfeffer, The Bases and Use of Power in Organizational Decision- Making: The Case of the University, Administrative Science Quarterly 19 (1974), 453—473.

22. Richard M. Emerson, Power-Dependence Relations, American Sociological Review 27 (1962), 31—41.

23. Rosabeth Moss Kanter, Power Failure in Management Circuits, Harvard Business Review (July—August 1979), 65-75.

24. Examples are Robert Greene and Joost Elffers, The 48 Laws of Power (New York: Viking, 1999); Jef­frey J. Fox, How to Become CEO (New York: Hyperion, 1999).

25. John R.P. French, Jr., and Bertram Raven, The Bases of Social Power, in Group Dynamics, D. Cartwright and A.F. Zander, eds. (Evanston: Row Peterson, 1960), 607—623.

26. Ran Lachman, Power from What? A Reexamination of Its Relationships with Structural Conditions, Ad­ministrative Science Quarterly 34 (1989), 231—251; Daniel J. Brass, Being in the Right Place: A Struc­tural Analysis of Individual Influence in an Organization, Administrative Science Quarterly 29 (1984). 518-539.

27. Michael Warshaw, The Good Guy's Guide to Office Politics, Fast Company (April—May 1998), 157—178.

28. A.J. Grimes, Authority, Power, Influence, and Social Control: A Theoretical Synthesis, Academy of Man­agement Review 3 (1978), 724—735.

29. Astley and Sachdeva, Structural Sources of Intraorganizational Power.

30. Jeffrey Pfeffer, Managing with Power: Politics and Influence in Organizations (Boston, Mass.

Harvard Busi­ness School Press, 1992).

31. Robert L. Peabody, Perceptions of Organizational Authority, Administrative Science Quarterly 6 (1962), 479.

32. Richard S. Blackburn, Lower Participant Power: Toward a Conceptual Integration, Academy of Man­agement Review 6 (1981), 127—131.

33. Kanter, Power Failure in Management Circuits, 70.

34. Carol Hymowitz, Managers Are Starting to Gain More Clout Over Their Employees (In the Lead column). The Wall Street Journal (January 30, 2001), B1.

35. Pfeffer, Power in Organizations.

36. Erik W. Larson and Jonathan B. King, The Systemic Distortion of Information: An Ongoing Challenge to Management, Organizational Dynamics 24, no. 3 (Winter 1996), 49—61; Thomas H. Davenport. Robert G. Eccles, and Lawrence Prusak, Information Politics, Sloan Management Review (Fall 1992). 53-65.

.38. Andrew M. Pettigrew, The Politics of Organizational Decision-Making (London: Tavistock, 1973).

39. Astley and Sachdeva, Structural Sources of Intraorganizational Power; Noel M. Tichy and Charles Fombrun, Network Analysis in Organizational Settings, Human Relations 32 (1979), 923—965.

40. Charles Gasparino and Anita Raghavan, Survivor: How Dean Witter Boss Got the Upper Hand in Merger with Morgan, The Wall Street Journal (March 22, 2001), A1, A6.

41. Warshaw, The Good Guy's Guide to Office Politics.

42. Carol Hymowitz, Companies Experience Major Power Shifts as Crises Continue (In the Lead col­umn), The Wall Street Journal (October 9, 2001), B1.

43. Charles Perrow, Departmental Power and Perspective in Industrial Firms, in Mayer N. Zald, ed., Power in Organizations (Nashville, Tenn.: Vanderbilt University Press, 1970), 59—89.

44. D.J. Hickson, C.R. Hinings, C.A. Lee, R.E. Schneck, and J.M. Pennings, A Strategic Contingen­cies Theory of Intraorganizational Power, Administrative Science Quarterly 16 (1971), 216—229; Ge­rald R. Salancik and Jeffrey Pfeffer, Who Gets Power—and How They Hold onto It: A Strategic- Contingency Model of Power, Organizational Dynamics (Winter 1977), 3—21.

45. Pfeffer, Managing with Power; Salancik and Pfeffer, Who Gets Power; C.R. Hinings, D.J. Hickson; J.M. Pennings, and R.E. Schneck, Structural Conditions of Intraorganizational Power, Administra­tive Science Quarterly 19 (1974), 22—44.

46. Carol Stoak Saunders, The Strategic Contingencies Theory of Power: Multiple Perspectives, Journal of Management Studies 27 (1990), 1—18; Warren Boeker, The Development and Institutionalization of Sub-Unit Power in Organizations, Administrative Science Quarterly 34 (1989), 388—510; Irit Cohen and Ran Lachman, The Generality of the Strategic Contingencies Approach to Sub-Unit Power, Or­ganizational Studies 9 (1988), 371—391.

47. Emerson, Power-Dependence Relations.

48. Pfeffer, Managing with Power.

49. Jeffrey Pfeffer and Gerald Salancik, Organizational Decision-Making as a Political Process: The Case of a University Budget, Administrative Science Quarterly (1974), 135—151.

50. Salancik and Pfeffer, Bases and Use of Power in Organizational Decision-Making, 470.

51. Hickson et al., A Strategic Contingencies Theory.

52. Pettigrew, The Politics of Organizational Decision- Making.

53. Hickson et al., A Strategic Contingencies Theory.

54. Ibid.

55. G. Bruce Knecht, Retail Chains Emerge as Advance Arbiters of Magazine Content, The Wall Street Journal (October 22, 1997), A1, A13.

56. Bernstein, Too Much Corporate Power?

57. Jeffrey Gantz and Victor V. Murray, Experience of Workplace Politics, Academy of Management Journal 23 (1980), 237—251; Dan L. Madison, Robert W. Allen, Lyman W. Porter, Patricia A. Renwick, and Bronston T. Mayes, Organizational Politics: An Exploration of Managers' Perception, Human Relations 33 (1980), 79-100.

58. Gerald R. Ferris and K. Michele Kacmar, Perceptions of Organizational Politics, Journal oj Management 18 (1992), 93—116; Parmod Kumar and Rehana Ghadially, Organizational Politics and its Effects on Members of Organizations, Human Relations 42 (1989), 305—314; Donald J. Vredenburgh and John G. Maurer, A Process Framework of Organizational Politics, Human Relations 37 (1984), 47—66; Gerald R. Ferris, Dwight D. Frink, Maria Carmen Galang, Jing Zhou, Michele Kacmar, and Jack L. Howard, Perceptions of Organizational Politics: Prediction, Stress-Related Implications, and Outcomes, Human Relations 49, no. 2 (1996), 233—266.

59. Ferris et al., Perceptions of Organizational Politics: Prediction, Stress-Related Implications, and Out­comes; John J. Voyer, Coercive Organizational Politics and Organizational Outcomes: An Interpre­tive Study, Organization Science 5, no. 1 (February 1994), 72—85; James W. Dean, Jr., and Mark P. Sharfman, Does Decision Process Matter? A Study of Strategic Decision-Making Effectiveness, Academy of Management Journal 39, no. 2 (1996), 368—396.

60. Jeffrey Pfeffer, Managing With Power: Politics and Influence in Organizations (Boston, Mass.: Harvard Business School Press, 1992).

61. Amos Drory and Tsilia Romm, The Definition of Organizational Politics: A Review, Human Relations 43 (1990), 1133—1154; Vredenburgh and Maurer, A Process Framework of Organizational Politics.

62. Pfeffer, Power in Organizations, p. 70.

63. Madison et al., Organizational Politics; Jay R. Galbraith, Organizational Design (Reading, Mass.: Ad- dison-Wesley 1977).

64. Pui-Wing Tarn and Scott Thurm, Hard Drive: H-P Struggle Brings Smashmouth Politics to Corporate World, The Wall Street Journal (March 5, 2002), A1, A10.

65. Gantz and Murray, Experience of Workplace Politics; Pfeffer, Power in Organizations.

66. Daniel J. Brass and Marlene E. Burkhardt, Potential Power and Power Use: An Investigation of Structure and Behavior, Academy of Management Journal 38 (1993), 441—470.

67. Hickson et al., A Strategic Contingencies Theory.

68. Pfeffer, Power in Organizations.

69. Ibid.

70. V. Dallas Merrell, Huddling: The Informal Way to Management Success (New York: AMACON, 1979).

71. Vredenburgh and Maurer, A Process Framework of Organizational Politics.

72. Ibid.

73. Pfeffer, Power in Organizations.

74. Ibid.

75. Ibid.

76. Kanter, Power Failure in Management Circuits; Pfeffer, Power in Organizations.

77. Ben Elgin, Inside Yahoo! fîiys/nessU/ee/c (May 21,2001), 114—122.

78. Robert R. Blake and Jane S. Mouton, Overcoming Group Warfare, Harvard Business Review (Novem­ber—December 1984), 98—108.

79. Blake and Mouton, Overcoming Group Warfare; Paul R. Lawrence and Jay W. Lorsch, New Manage­ment Job: The Integrator, Harvard Business Review 45 (November—December 1967), 142—151.

80. Aaron Bernstein, Look Who's Pushing Productivity, BusinessWeek (April 7,1997), 72—75.

81. Ibid.

82. Robert R. Blake, Herbert A. Shepard, and Jane S. Mouton, Managing Intergroup Conflict in Industry (Houston: Gulf Publishing, 1964); Doug Stewart, Expand the Pie Before You Divvy It Up, Smith­sonian (November 1997), 78—90.

83. Ron Shapiro and Mark Jankowski, with James Dale, The Power of Nice—How to Negotiate So Eve­ryone Wins, Especially You! (New York: John Wiley & Sons, 1998).

84. Patrick S. Nugent, Managing Conflict: Third-Party Interventions for Managers, Academy of Man­agement Executive 16, no. 1 (2002), 139—155.

85. Blake and Mouton, Overcoming Group Warfare; Schein, Organizational Psychology; Blake, Shepard, anc Mouton, Managing Intergroup Conflict in Industry; Richard E. Walton, Interpersonal Peacemaking: Con­frontation and Third-Party Consultations (Reading, Mass.: Addison-Wesley, 1969).

86. Neilsen, Understanding and Managing Intergroup Conflict; McCann and Galbraith, Interdepartmen­tal Relations.

87. Neilsen, Understanding and Managing Intergroup Conflict; McCann and Galbraith, Interdepartmen­tal Relations; Sherif et al., Intergroup Conflict and Cooperation.

88. Dean Tjosvold, Valerie Dann, and Choy Wong, Managing Conflict between Departments to Serve Customers, Human Relations 45 (1992), 1035—1054.

89. Gina Imperato, Harley Shifts Gears, Fast Company (June—July 1997), 104—113.

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Источник: Ричард Л. Дафт; пер. с англ. под ред. Э.М. Короткова; предисловие Э.М. Короткова. Теория организации: Учебник для студентов вузов, обучающихся по спе­циальности «Менеджмент организации». — М.: ЮНИТИ-ДАНА, — 736 с.. 2006

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