Strategic Assessment and Development of Interorganizational Influence in the Absence of Hierarchical Authority.

Autor/inn/en	Augustine, Catherine H.; Levy, Dina G.; Benjamin, Roger W.; Bikson, Tora K.; Daley, Glenn A.; Gates, Susan M.; Kaganoff, Tessa; Moini, Joy S.
Institution	National Defense Research Inst., Santa Monica, CA.
Titel	Strategic Assessment and Development of Interorganizational Influence in the Absence of Hierarchical Authority.
Quelle	(2003), (50 Seiten)Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; Monographie
ISBN	0-8330-3277-1
Schlagwörter	Administrator Effectiveness; Change Agents; Change Strategies; Continuing Education; Government School Relationship; Human Capital; Influences; Interaction; Labor Force Development; Military Personnel; Models; Organizational Change; Organizational Development; Personnel Evaluation; Postsecondary Education; Power Structure; Professional Development; Public Agencies; Staff Development; Strategic Planning + Suchen Sie Ihr Suchwort? Lösungsstrategie; Weiterbildung; Humankapital; Influence; Einfluss; Einflussfaktor; Interaktion; Arbeitskräftebestand; Analogiemodell; Organisationswandel; Organisationsentwicklung; Personalbeurteilung; Post-secondary education; Tertiäre Bildung; Öffentliche Einrichtung; Personnel development; Personalentwicklung; Strategy; Planning; Strategie; Planung
Abstract	In 1998, the U.S. Department of Defense (DoD) established the DoD Office of the Chancellor for Education and Professional Development. Although achieving its mission requires that the chancellor's office influence the education and professional development providers' behavior, its charter grants it very limited formal authority to exercise such influence. A project was therefore undertaken to give the chancellor's office a clear sense of its available options in pursuing its mission. Research and theories from social psychology, organizational behavior, and sociology were drawn upon to develop a framework for strategic assessment and development of power and influence that includes the following stages: (1) power assessment; (2) power development; and (3) development of influence. The newly developed power assessment process involves consideration of the following key factors: (1) the influencer's objective; (2) relevant characteristics of the target organization and its members; (3) the influencer's power bases and capabilities as an organization and as a collection of individuals; (4) features of the relationship between the influencing organization and its target; and (5) the environment in which the organizations interact. After assessing its potential power, the influencer can evaluate whether its current power bases are sufficient and the extent to which it has been capitalizing on them. (A literature review is appended. The bibliography lists 48 references.) (MN)
Anmerkungen	RAND, P.O. Box 2138, Santa Monica, CA 90407-2138 ($18). Tel: 877-584-8642 (Toll Free; Tel: 310-451-7002; Fax: 310-451-6915; e-mail: order@rand.org; Web site: http://www.rand.org/. For full text: http://www.rand.org/publications/MR/MR1561/MR1561.pdf.
Erfasst von	ERIC (Education Resources Information Center), Washington, DC