Building and Using Power in the Organization
Power identifies with possession of authority, which leads to influence to other members of an organization. Surveys have shown that power is applied as a tool with chances of negative or positive outcomes, depending on how it is applied. According to research done by Bertram Raven and John French who were American sociologists, they argued that power has five bases identifying with referent power, coercive power, reward power, legitimate power and expert power (Maravelas, 2005). Power in organizations is used at reaching at the desired objectives. Organizational life is characterized with diverse power games, while people seeking powers are characterized with derision and distrust. Leadership on the other hand takes care of power in achieving the objectives of the organizations (McConnon, 2010). Leaders are entrusted in the control of power, such that it does not result to destructive future in the organizational health. This paper reflects on building and using power in the BrandMaker Group.
Challenges at BrandMaker Group
Tom Morris is the current Chief Executive Officer (CEO) of BrandMaker Group; he has a history of an ambitious vision and high energy levels within the organization. The main challenge is addressing the integration proposal brought to the floor by Carlos Cramer, in a way that all the board members come to a conclusive agreement, that is results oriented and not emotional oriented (Banahan & Casse, 2007).
Majority of the board members at Corporate Identity Marketing Division (CIM) strongly believes that Carlos Cramer is about to seize the power of the organization, by spearheading an integration of CIM with EAD (European Advertising Division) (Banahan & Casse, 2007). Cramer believes that the management of John Goodwin in CIM was characterized with personal fiefdom for over ten years of his management, an indication that most of the top management teams argued that CIM lacked strategic importance although advertising was a profitable business.
Brad Buckley was a close friend to John Goodwin and supported his management; he argued that the success experienced over the years in CIM was pegged on the independence of the organization (Banahan & Casse, 2007). Majority of the board members are skeptical on Cramer replacing John Goodwin as the director of CIM. David supported sourcing the director from outside CIM, citing that the new leader would generate fresh and new ideas. Cramer acted as the interim director pending conclusive decision of the board members, Cramer previously worked as the EAD director (Banahan & Casse, 2007). Brad Buckley and Robert Hinckley argued that CIM was United States based, while EAD was European based, an indication that integrating the two organizations will face operational challenges due to geographical and cultural differences.
CIM came into existence after a merger of Babson, Hanratty and Cooke; hence the new organization became the fourth in size considering the global organizations dealing with advertising, marketing and promotions (Banahan & Casse, 2007). Market niche for CIM is on corporate branding, specific services and addressing new media. CIM is facing challenges in the twenty first century, basing on the changing needs of the target customers. Cramer will attain a global portfolio once the integration is effected (Banahan & Casse, 2007).
The current issues at CIM shows that more than seventy percent of the sales are from the United States, culture of BrandMaker is different from the culture of CIM; people in CIM are highly entrepreneurial as compared to people in BrandMaker and that people from the two cultural setting understand issues differently.
Carlos Cramer argues that the integration of CIM with EAD will foster reduced operational costs since the two organizations use separate account and marketing management operations (Banahan & Casse, 2007). BrandMaker would acquire expertise and knowledge from the integration, integration would foster expansion of core business by catching up with big ticket clients, integration would foster synergy and that the integration will be strategically positioned in dealing with changing market trends.
Majority of Board members were against Cramer’s integration proposal of CIM and EAD arguing that selling the advertising of the new organization will not be easy, the two organizations will require expertise in corporate identity marketing, the organizations targeted different client base who were characterized with unique and diverse requirements, the two organizations will lose market balance with CIM losing market edge and EAD losing the focus of its core business and that integrating the two organizations will result at a risky business since all the investments will be centralized (Banahan & Casse, 2007).
Implications of Power Struggles
Power struggles have negative effects since in most cases; it will result to workplace conflicts, reflecting on the future of CIM. Tom Morris must understand that conflict and leadership goes hand in hand. In the same way, there exist conflicts between the board members of BrandMaker and Carlos Cramer on two issues dealing with the directorship of CIM and the integration of CIM with EAD.
It is important for Tom Morris to address the conflicts in a productive and healthy fashion. Addressing conflicts are done through embracing conflicts, not fearing conflict and effective management of conflict as role of the leaders (McConnon, 2010). Avoiding conflicts in organizations is inevitable. Leaders are expected to spot conflicts, have a close understanding on the conflict’s nature and employing will in dealing with conflicts (Maravelas, 2005).
If the conflicts within BrandMaker Group are unresolved, it will result in miscommunication, which will in return develop to confusion and refusal to coordinate. The organization will face quality challenges, poor cooperation, missed deadlines, increased work related stress, delays, poor creativity, poor problem solving models, incompetence teams, wanting work flow, distrust among the members, poor customer satisfaction, gossip and split camps among other negative attributes (McConnon, 2010).
Managing Conflicts
Managing conflicts in CIM calls for rapid and coordinated response by the Chief Executive Officer Mr. Tom Morris; if the CEO ignores the conflict, it will escalate to complex levels (Forbes.com, 2012). Emotions and reasons must be differentiated in dealing with conflicts. There are people who apply emotions as ways of managing conflicts. Morris must accept to play the drama, by getting himself involved, while at the same time ignoring favorites, self serving and manipulative characters.
Building sustainable business model will depend on the conflict resolution. Morris will foster open communication, dealing with emotions, defining behaviors acceptable, hitting the conflict head on, understanding the conflicts, picking key issues deemed important in the conflict and viewing the conflicts as chances for opportunities (Maravelas, 2005). Conflicts offer chances of learning, and that there are diverse potential of development and growth hidden in conflicts. Conflicts have the abilities of stimulating innovations and a competitive edge.
In conclusion, conflicts in workplaces is inevitable, the strategic direction of an organization is guided by the way leaders handles conflicts (McConnon, 2010). Every conflict has a resolution, as long as members of the organizations are willing to face the conflict in a sincere manner. Conflict in BrandMaker can be resolved if emotional and personalized issues are sidelined. Building rapports in BrandMaker will be possible through active listening, compromising on some issues, forgiveness, empathy, being compassion, establishing a common ground and offering leadership services above self (Maravelas, 2005).
References
Banahan, E. & Casse, P. (2007). BrandMaker Group. Business Leadership Review , 1-10.
Forbes.com. (2012, February 22). 5 Keys of Dealing with Workplace Conflict. Retrieved July 28, 2013, from Forbes.com: http://www.forbes.com/sites/mikemyatt/2012/02/22/5-keys-to-dealing-with-workplace-conflict/
Maravelas, A. (2005). How To Reduce Workplace Conflict And Stress: How Leaders And Their Employees Can Protect Their Sanity And Productivity From Tension And Turf Wars. New York: Career Pr Inc .
McConnon, S. (2010). Managing conflict in the workplace. New York: How To Books.
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