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Dynacorp

In: Business and Management

Submitted By Bradford
Words 887
Pages 4
Written Analysis of Dynacorp Case
Dynacorp Revisited; the front/back organization
Prepared by Bradford Bleidt

The political lens looks at an organization from the perspective of “how power and influence are distributed and wielded, how multiple stakeholders express their different preferences and getting involved in (or excluded from) decisions, and how conflict can be resolved” (Ancona, Kochan, Scully, Van Maanen, and Westney, 1999: M-2, 10).
The political lens sees a organizational situation “as an arena for competition and conflict among individuals, groups, and other organizations whose interests and goals differ and even clash dramatically”. “In the political perspective the roots of conflict lie in different and competing interest, and disagreements require political action, including negotiations, coalition building, and the exercise of power and influence, all of which recognize that rationality is local” (Ancona, Kochan, Scully, Van Maanen, and Westney, 1999: M-2, 33). The fundamental steps in “using the political lens to take more effective action in organizations include: mapping interest in power, getting buy in, finding allies and building a coalition, building a network, and building your negotiation skills” (Ancona, Kochan, Scully, Van Maanen, and Westney, 1999: M-2, 41). I will define and use all these concepts to analyze the political perspective/situation of Dynacorp; the front/back organization, a “major global information systems and communication company” and to identify and offer resolution to the key systematic factor, organizational differing interest, that has been hindering the change process the Dynacorp (Dynacorp Revisited, The front/back organization,1997: M-2, 85).

Dynacorp revisited’s cast and script The drama that surrounds Dynacorp’s struggle to protect market share and industry position will be analyzed by focusing on a

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