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The implementation of new ideas in organizations is often hampered by the political dynamics of lateral relationships. The authors of this book offer a balance of theory and cases designed to give managers and executives strategies for dealing with power relationships in an effective way. This book highlights common mistakes people make in managing lateral relationships. Most problems concern misunderstandings about the political realities that arise from underlying power distribution inherent in any organization. The authors offer a roadmap based on real-life dilemmas faced by both new and seasoned managers in order to help solve seemingly unsolvable problems. Using ideas from the resource-dependence paradigm, they model and diagram lateral relationships in a way that create effective plans of action. Managers, executives, and MBA students will find this synthesis of theory and practice an important tool for building a model for success.
Part I gives the reader an understanding of the workings of lateral relationships within organizations. It goes on to provide specific models and strategies for working within these relationships. Part II details specific scenarios that will be faced by managers and executives and offers ways to cope with them. The increasingly diverse workforce and growing reliance on team management only intensifies the need for more effective lateral relationship management. This book provides the application of theories and skills vital to coping in such an organizational environment.
List of contents
Acknowledgments
Understanding Lateral Networking and Power DistributionsWhy Good Ideas Fail
:Who Has Clout and Why in the New Lateral Organization
Determining Your Resources in the New Lateral Organization
The ABC Paradigm as an Organizing Model
Strategic Action in the New Lateral Organization
Action Plans in the New Lateral Organization
Why People Have a Hard Time Getting Things DoneThe Case of "Your Good Idea Disrupts Another's Power"
The Case of "Your Good Idea Costs Others Their Jobs"
The Case of "All the Responsibility and None of the Authority"
The Case of "Power Shifting While You Weren't Looking"
The Case of "Failure and Success at the Top"
Bibliography
Index
About the author
MARGARET BRINDLE is Associate Professor at George Mason University. Formerly, she taught M.B.A. and Executive Education at Carnegie Mellon University for 10 years. She is also a former manager, R.N., and Professor in the School of Business at Duquesne University where she taught strategy and organizational behavior. She has been published in a number of journals and serves on several editorial boards.
LISA A. MAINIERO is Professor of Management in the School of Business at Fairfield University. She has been published in numerous journals and is the author of
Office Romance (1989) and coauthor of
Developing Managerial Skills (1989). Dr. Mainiero also served on the Editorial Board of the Academy of Management Executive and chaired the Women in Management (now Gender and Diversity in Organizations) Division of the Academy of Management.
