Navigating Workplace Power Dynamics: Barry's Case Study

PMAL203: Organizational Behaviour and Management Shilpa Student Id: 249619910 Shraddha Stephen Wilfred Unit 6: Case study 1

Identifying and Analyzing the Issues: After his peer, Raphael is elevated to the position of boss, Barry faces a formidable obstacle. This circumstance raises a number of issues:  Credit Appropriation : By claiming credit for Barry's efforts, Raphael is undercutting Barry's accomplishments and maybe impeding his ability to advance in his field.  Professional Uncertainty : Under Raphael's direction, Barry feels underappreciated and uncertain about his future in the organization.  Power Dynamics : Barry is reluctant to voice his complaints because he doesn't want to be seen as a whiner, which would further reduce his authority and influence inside the company. Q1: Should Barry complain about his treatment by Raphael? To whom? If he did complain, what influence tactics and behaviour should Barry use? Since Raphael's treatment of Barry has an impact on both his professional development and well- being within the organization, Barry ought to speak with him about it. To preserve his reputation and power, he should, nonetheless, handle the matter strategically. Barry may manage the circumstance well by implementing the following:  Choose the Appropriate Audience : When addressing his concerns, Barry needs to be very careful about who he communicates to. He can first speak with Raphael face-to-face to let out his concerns and seek a solution in a confidential atmosphere.  Use Assertive Communication : Barry should talk to Raphael about the situation using assertive communication strategies. This entails expressing his concerns in a straightforward

manner, use "I" expressions to convey his emotions and experiences, and acting with assurance and decorum at all times.  Present Evidence: Barry has to give specific examples of how Raphael's activities, including claiming credit for his own work, have affected him. Barry can prove his points and persuade Raphael of the consequences of his actions by providing proof.  Focus on Collaboration : Barry should place more of an emphasis on problem-solving and collaboration rather than taking a confrontational approach. Barry can help Raphael approach the matter constructively by focusing the conversation on shared objectives and the significance of a productive working relationship.  Seek Assistance if Needed : Barry should think about asking for assistance from the HR department or a higher authority if his attempts to directly address the problem with Raphael are ineffective. Barry's concerns can be efficiently addressed and a productive discussion can be facilitated by involving unbiased mediators. In summary, Barry ought to tackle the matter with professionally and concentrate on identifying a win-win resolution. Barry can handle how Raphael has treated him while maintaining his standing and reputation inside the company by communicating assertively and asking for help when he needs it. Q2: Studies have shown that those prone to complaining or “whining” tend to have less power in an organization. Do you think whining leads to diminished power and influence, or the other way around? How can Barry avoid appearing to be a whiner?

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

Organizational Power Dynamics and Whining It is possible to see whining as both a cause and a result of diminishing authority in an organization. Whining, which is defined as constant grievances devoid of positive recommendations or solutions, frequently creates a perception of negativity and powerlessness. When someone is perceived as concentrating more on issues than on finding solutions, it can damage their credibility and influence. On the other hand, those who already have less power and influence might be more likely to complain since they feel that they don't have enough control or agency in the company. Whining may be a sign of annoyance and dissatisfaction when someone feels left out or ignored. Thus, complaining might result in a loss of authority, but it can also indicate that one's status in the organizational hierarchy is already compromised.  Avoiding the Appearance of Whining: Barry requirements to address his interests about Raphael's conduct in a manner that evades the negative connotations of whining. He should concentrate on professionally and constructively expressing his concerns in order to accomplish this. Here are systems Barry can employ:  Concentrate on solutions : Barry should emphasize on possible answers in his concerns rather than merely drawing attention to issues. Barry may propose, for example, creating a more open procedure for project contributions and acknowledgments rather than simply stating that Raphael accepts credit for his efforts.  Use Constructive Language : Barry should speak in an optimistic and future-focused manner. As opposed to saying, "Raphael always takes credit for my work," he can state, "I

believe it would benefit our team if we had a clearer way to document and acknowledge each member’s contributions."  Give Particular Examples : In order to support his arguments, Barry has to give particular examples. This gives his concerns a greater importance and enables others to see the background and significance of the problem. Well-documented examples of his accomplishments and how Raphael was given credit for them will help him make his case.  Retain Professionalism : When discussing about his problems, Barry has to project a professional tone and manner. Accusatory remarks or emotional outbursts might take the focus away from his message and give the impression that he is not a professional. Finding a solution and getting support will be easier with a calm and measured approach.  Seek Support and Feedback : Prior to discussing his issues with Raphael or higher-level executives, Barry should get input from mentors or reliable coworkers. This can assist him in refining his strategy and making sure that his issues are voiced in a positive way. Having supporters inside the company can also help him gain greater influence and authority.  Show Accountability : Barry has to show that he is willing to contribute to the solution and that he is accountable. He may demonstrate that his intention is to make a positive impact on the business by accepting responsibility for his part in the circumstance and showing a sincere desire to enhance the working relationship and team dynamics. Q3: Do you think Barry should look for another job? Why or why not? Barry will decide to look for work somewhere based on a number of criteria, such as how serious the problems at CTM are and what kind of profession he wants to pursue. Barry should think about the following:

 Company Culture : Barry may find it difficult to succeed in such an atmosphere, even if he tries to resolve the particular issue with Raphael, if his actions are indicative of more general culture problems at CTM. In these situations, it would be advisable to look at options elsewhere.  Career Growth : Barry has to assess if staying at CTM would help him achieve his long- term professional objectives. In the event that the leadership dynamics or corporate culture impede his career growth and progress, it might be advantageous to look for a position in a more encouraging and accommodating setting.  Factors that Mitigate : Barry could decide to give CTM another chance if he thinks that dialogue, mediation, or leadership changes can settle the problem with Raphael. But, in order to make sure that his issues are adequately handled, he has to be very explicit about his expectations.  External Opportunities : In order to better align his abilities, beliefs, and professional goals, Barry should determine whether any other jobs are available. Investigating external possibilities can offer him a more comprehensive understanding of his professional path and enable him to make informed decisions on his future. Ultimately, Barry ought to focus on his well-being and professional growth while choosing whether to seek after another job. If he feels that continuing at CTM would negatively impact his career growth or morale, it could be best to look for another job. He could decide to stay with CTM, though, if he thinks the problems can be handled internally and that the company provides chances for development and fulfillment.

Your preview ends here

Eager to read complete document? Join bartleby learn and gain access to the full version

Access to all documents
Unlimited textbook solutions
24/7 expert homework help

References:  https://www.universalclass.com/articles/business/power-and-politics-within-a- business-organizational.htm  Fast, N. J., Burris, E. R., & Bartel, C. A. (2014). Managing the risks of complaining. Journal of Organizational Behavior, 35 (1), 116-132 .  Langton, N., Robbins, S. P., & Judge, T. A. (2022). Organizational behaviour: Concepts, controversies, applications (9th Canadian ed.). Pearson Canada Inc. Chapter 8: Power and Politics  Power and Politics Within a Business Organizational . (n.d.). UniversalClass.com. https://www.universalclass.com/articles/business/power- and-politics-within-a-  Bolton, R. (1986). People Skills: How to Assert Yourself, Listen to Others, and Resolve Conflicts . Touchstone.

unit 6 203 SS

Related Documents