Answer:
- Contingencies of Power that existed among the executives and departments at Resonus were :
1. Sustainability: Product management was entirely under the direction of Research Director Doc Kalandry, and as a result, no other employee had any discretion, which caused a lot of stress among the staff.
2. Centrality: The CEO, under the guidance of Dr. Kalandry, made all of the decisions.
3. Visibility: Everyone was aware of who was in charge and what authority the CEO, the Research Director, the Engineering Director, and the Production Director had.
- Influencing Tactics that were clearly evident in this case study were :
According to the CEO, Doc Kalandry was a genius when it came to managing and designing products. Doc Kalandry used this to increase his appeal, gain information control, and be more bold while putting his ideas into practice.
CEO and Doc Kalandry were working together in a coalition.
In two ways, these strategies were organizational politics:
1. Self-serving strategies were used at the expense of the organization and other people. Due to these, the firm was ultimately losing money because there was no stability and Doc Kalandry was only using his CEO position to exert one-sided control.
2. Power was not distributed fairly because Kalandry had more of it.
- Since the roles of the Research Director, Production Director, and Engineering Director were all equally ranked within the firm, my opinion is that they all be given equal authority. CEO will undoubtedly be in a position of greater influence than these individuals, but it is their responsibility to ensure that decision-making power is dispersed fairly. Full authority should be granted to the Engineering Director, the Production Director, and the Research Director in each of their respective fields. To avoid worrying the workers beneath them, none of them should be permitted to meddle in each other's business.
Step-by-step explanation:
These people were :
Engineering Director -à Frank Choy
CEO à Bill Hunt
Production Director à Jack Blanc
Research Director à Doc Kalandry
Interdepartmental conflicts at Resonus were the problem, and they caused numerous manufacturing delays. Many engineering directors have either quit or been fired after just one or two years of employment. Doc Kalandry once instigated uneven power with the CEO's backing. The Engineering Director and Production Director were therefore previously under stress.
Following were the power centers of Resonus that were shared among the executives and departments:
1. Real authority: The CEO and directors have the right to urge that specific responsibilities not be performed badly.
2. Doc Kalandry had the ability to use coercive power over CEO. He once applied greater pressure to the production director and engineering staff. Employees at ESD were frequently under strain as a result of these two men' pressure-transfer to them. In the past, there was punishment for not living up to expectations.
3. Expert Influence: Because of Doc Kalandry's extensive industry experience, CEO was constantly subject to his sway. CEO will increase emphasis on Engineering Director and Production Director, as previously discussed.
4. The employees of ESD were under a great deal of stress as a result of the reciprocity standards that were in full force at Resonus.