Interdepartmental Power
... Selected Model The model I have chosen to apply to this situation is termed Interdepartmental Power. Power is described in the text Organizations: Behavior, Structure, Processes as “the ability to get others to do what one wants them to do”. Most of the online references I found dealing with Interdepartmental Power focused on the power struggle between groups in an organization. However, Interdepartmental Power can also be the struggle between an individual and one or more other departments. ... There are some key concepts of Interdepartmental Power that I will use to show that my individual situation indeed fits this model. ... But it does a good job of painting the picture of Interdepartmental Power as applied to my situation. Supporting the concept of Strategic Contingency in my Interdepartmental Power scenario are the thoughts on Centrality, Substitutability, and Coping with Uncertainty. ... This is substantiated by Hickson et al in their statement “the lower the substitutability of the activities of a subunit, the greater its power within the organization”. ... Conclusion While the commonplace in organizations is for management to hold the important pieces of the puzzle, I feel my unique position relating to Strategic Contingency, Centrality, Substitutability, and Coping with Uncertainty place grants me Interdepartmental Power over my supervisor who has stated he does not want to increase my compensation. ... I have decided it is best for my future to use my position and bit of power to negotiate a solution that will keep all of the stakeholders happy.