University:
Massachusetts Institute of Technology
Course:
15.501/516 | Accounting
Academic year:

2023
Views:

241

Pages:

8
Author:

xxacdc4everxxvej

Basic Tools of Political Perspectives • Interests—substantive and relationship – Stakeholder Mapping---supporters & blockers • Power—building it & using it wisely • Negotiations—building and using coalitions A Case Study: Politics of Designing the Minor • Challenge and Opportunity – Longstanding interest from MIT in Sloan Minor – Major donation provides resources (along with the Provost) • Deans “ask” me to Chair Design Committee (9/03) Mapping Stakeholders: Ss or Bs? • MIT Administration—President, Provost • Deans and their Faculties – Engineering Council (Dept Heads) – School of Science – HASS • • • • Sloan faculty, Visiting Committee… MIT Committees: CUP & COC Current and Future Donors Students The 2 Year Saga • Diverse Sloan Committee created • Visiting around campus (30+ key faculty, deans, administrators “Rigorous but Cool” • Brainstorming phase—design principles • 7 months negotiating curriculum – Finance is different than accounting! – Innovation & Entrepreneurship or nothing! – What about Marketing???? – And many other proposals, iterations…. And the Approval Process • All MIT Students are Above Average!! – so a lottery not a selection process • Closing the deal at Sloan— – That’s what the dean is for—ally with power – Never let the faculty vote no (or yes) • CUP, CUP,…COC, ….COC, ….COC…. • Approved March 2004 Your Group Task • Write on your board in one sentence your key recommendation (from Monday) for changes in the structure of MIT’s DUE • Do a Stakeholder mapping of the interests (supporters (S) and blockers (B) affected by your recommendation • Develop a strategy for implementing your recommendations by drawing on the Ss and neutralizing or overcoming the resistance of the Bs—be specific! • Prepare to defend your strategy to the class—you may find some potential Ss and Bs you will have to influence! Summing Up: Politics • Multiple Interests, Power, Conflict – Universal features of organizational life – Needed to get things done • Learn to map stakeholders • Respect power but don’t give up—find options and use alternative sources of power • Use power respectfully—stay true to your values or: “live by the sword, die by the sword Monday’s Assignment for Organizational Culture • Bring to class a physical (or a picture or some representation) artifact (see p. M270) that tells us something important about the MIT Culture. • Be prepared to tell a newcomer e.g., Susan Hockfield) what values and assumptions about MIT that this artifact suggests (again see p. M2-70).