Organizational Coordination

 COORDINATION – Achieving unity in pursuit of

common objectives
 Can be facilitated by communication
 Rationale: People and groups are different
 Intra-organization
 Inter-organization
 Mintzberg (1983)
 Power dynamics, influences
 Internal and external to organization
Organizational Coordination
 Intra-Organizational Coordination

Mintzberg’s (1983) five coordinating mechanisms:

1) Mutual adjustment
2) Direct supervision
3) Standardization of work processes
4) Standardization of work outputs
5) Standardization of worker skills
Class Project Experience
 What is your assessment of your group’s
performance in the class project?
 Achievement of goal to organize a forum
 Relationships
 Learning

 How did leadership and followership affect

organizational performance?
Bilibid activity evaluation results

Objectiv
VISION
e
•4.83 •4.55

Average; out of 5
Bilibid activity evaluation results
Choice of resource person 4.83
Audience attendance 4.83
Program flow 4.75
Other logistical arrangements 4.67
Registration during activity 4.58
Food 4.58
Bilibid activity evaluation results
Distribution of tasks 4.42
Overall coordination 4.42
Venue 4.42
Conceptualization of 4.08
activity
Organizational Performance

 Balanced Scorecard (BSC) (Kaplan and Norton)

 Measure of organizational performance
 Includes non-financial measures
Balanced Scorecard Perspectives and More
Adapted from Robert S. Kaplan and David P. Norton,
“Using the Balanced Scorecard as a Strategic
Management System,” Harvard Business Review
(January-February 1996): 76.
http://balancedscorecard.org/Resources/About-the-
Balanced-Scorecard
Integration
Leadership Framework
Context
In/External Factors
Strategy
Org Structure

Followers Leader
Attributes Attributes
Norms Knowledge
Cohesiveness Power

Bratton, et al.
Special Issues in
Leadership
Gender

 Sex vs. Gender

 Gender stereotypes

 Gender-based discrimination

Distinction, exclusion or restriction because of one’s

gender, which has the effect or purpose of impairing,
nullifying the recognition, enjoyment or exercise by
women... of human rights and fundamental freedoms
(Magna Carta of Women, Sec. 4b)
 Sex-Role and Managerial Stereotypes
(Bem, 1987)

Men Women

 Aggressive  Affectionate
 Ambitious  Gentle
 Competitive  Loyal
 Self-sufficient
 Understanding
 Acting like a leader
 Warm
NOTE: When individuals display behavior coinciding with their stereotype, they are evaluated
positively. When contradicting commonly-held stereotypes, they may be viewed
negatively.
Do men and women lead differently?

 FRAMEWORK FOR UNDERSTANDING

GENDER AND LEADERSHIP
 Equal opportunities
 Affirmative action
 Meritocracy
 Special contributions
 Alternative values
CONFLICT
 Hostile or antagonistic interaction in which one
party attempts to thwart the intentions of another
 vs. Disagreement
 Among persons or groups
CONFLICT
SOURCES/CAUSES
 Miscommunication

 Competition for resources

 Unclear responsibilities, expectations

 Conflicting goals

 Differences in values, personalities, attitudes

CONFLICT
HANDLING CONFLICT
 Assertiveness – attempting to satisfy one’s own

concerns
 Cooperation – attempting to satisfy the other

party’s concerns
CONFLICT
HANDLING CONFLICT
 Competing Style – Asserting one’s way; for quick,

urgent, or unpopular decisions

 Avoiding style – little assertiveness and cooperation;

when issue is trivial, delay is necessary to get info;

there’s no chance of winning, disruption is costly
 Compromising style – moderate amount of

assertiveness and cooperation; when goals are equally

important, parties have equal power and need to arrive
at expedient solutions
CONFLICT
HANDLING CONFLICT
 Accommodating Style – high degree of

cooperativeness; when cohesiveness is important,

people realize they are wrong, building social credits
 Collaborating Style – high degree of assertiveness

and cooperation; offers a win-win solution but may

require substantial dialogue and negotiation; when
commitment, concerns and insights of all are
important
CONFLICT
Other approaches
 Alternative dispute resolution

 Conciliation
 Mediation
 Bargaining, negotiation – attempt to systematically
reach a solution
 Getting to Yes
CONFLICT
GETTING TO YES by Fisher and Ury
 Position vs. Interest

 Negotiation method must –

 Produce a wise agreement

 Efficient
 Improve relationships
 Positional bargaining - Hard and soft bargaining
CONFLICT
GETTING TO YES by Fisher and Ury
 Principled or negotiated bargaining

 PEOPLE – separate from problems

 INTERESTS – don’t focus on position
 OPTIONS – generate alternatives before deciding
 CRITERIA – standard-based goals
 STAGES
 Analysis
 Planning
 Discussion
COMPARATIVE LEADERSHIP
Japanese experience
 Reward and punishment

 Paternalistic/family ideology

 Lifetime employment

 Training and development

 Seniority sytem (vs merit)

 Self-discipline and company loyalty

 Consensual decisions

 Quality Circle
 COMPARATIVE LEADERSHIP
EAST
 Collectivism – family-like,
primacy of maintaining
good relations
 Situational attribution –
luck is a factor, corruption,
outside influence
 More relationship-
oriented?
WEST
 Individualism – formal
relationships, superior-
subordinate, individual
achievement
 Dispositional
attribution
 More task-oriented?