|
The Power Structure
Dec 22,2008 00:00
by
admin
The Power Structure There are frequently two elements of the power structure in any organization. These elements are the organizational structure, reflected by the organization chart hanging on the wall and the infrastructure that is never written down. Ostensibly, the organization chart reflects the power structure of the organization it represents. The closer one is to the top, the more power he or she has. Power, usually meaning the ability to give orders, is directed downward. However, in many organizations, the power structure is not the same as the organizational structure. Indeed, it is sometimes amazing to see who in the organization has the true control of what goes on. The infrastructure is a loosely gathered network of people involved TLFeBOOK Getting Settled 179 in information and activity flow. It is always interesting to find who the king or queen of this network is. Frequently, the person resides among the secretaries and the clerks. But be careful. If you listen to this network, you must also have a ‘‘rumor filter.’’ You must be able to filter out what is rumor and what is fact. Over time, you will be able to distinguish between those who think they know what’s going on and those who really do. All these things create the organizational dynamic, and you must learn what makes the dynamic move and get things done. If you don’t understand the dynamic, you will be treading water while others are succeeding. Every good project manager keeps his or her finger on the pulse of both the organizational structure and the infrastructure. These things are very subtle. As I mentioned in the story about going to headquarters earlier in this chapter, the power structure can be among the clerical staff. Do they give the orders? No, but they do control work flow and who gets what and when. You are either in or out. Sometimes you may be tolerated. Can you do anything about it? Let me tell you a story that circulated about Lyndon Johnson when he became president of the United States. On his way up, some functionary in the Interior Department made a change to the application of policy that radically affected his ranch in Texas. Johnson was furious. Some months after he became president, one of his friends asked: ‘‘Did you fire that guy?’’ Johnson answered, ‘‘Fire him? I couldn’t even find the SOB.’’ That’s the way a lot of these things are—very subtle. In addition to the organizational dynamic, you must also understand the organizational culture. In a new organization, the culture will reflect the desires of the leader. In an old-line organization, the culture will reflect a conglomerate of the desires of all the past leaders of the organization and, to some extent, the people of the organization. Even the culture of an old-line organization can be changed by a dynamic leader, at least temporarily. When a new general manager, CEO, or other ‘‘top dog’’ comes into an organization, it is normal for that person to demand the organization follow his or her dictates. Depending on the leadership and time of tenure, the culture of an organization may be changed. On the other hand, the inherent strength of the culture may render the new ‘‘leader’’ ineffective or it may return to its roots as soon as this person goes away. What does all this mean to you? Simply that you must keep your eyes and ears open when going into a new organization. You can read and understand the organizational policies and procedures, but you must discover the organization’s dynamic and its culture. If you don’t, you are in for a lot of frustration. TLFeBOOK 180 MAKING YOUR CAREER MOVES |