Management 13th Edition by John Schermerhorn,Daniel Bachrach

Exercise 1

KNOW RIGHT FROM WRONG
Some managers use deception to avoid losing power while giving the appearance of sharing power.
Hidden Agendas in Organizational Change

S haring power is a popular choice when implementing a change strategy. It means allowing others to have a decision-making role and to be involved throughout the change process. This approach can generate a lot of good ideas and helps establish all-important "buy-in" to support the proposed change. But, suppose the ideas offered and the ensuing conversations move in a direction that top management thinks is wrong What happens then
Some managers are afraid of losing influence while sharing power during organizational change. So, they resort to hidden agendas. They handpick key members to be on their change teams. They also ask them to take prominent roles in discussions and support only the "right" ideas. The goal is to make sure that change heads in the predetermined "preferred" direction while still giving everyone involved a sense of being included and empowered. It's a very political way of appearing to share power-enjoying the imagerelated benefits of inclusiveness, but still getting your way.
WHAT DO YOU THINK
Although this situation happens frequently in organizations, does that make it right What are the ethical issues involved When is such an approach more or less likely to be ethical As a manager, would you handpick the leaders of a change effort in order to get your way-even if that meant that alternative points of view were likely to be excluded from the process What if your boss selected you to represent your department on a task force just because you agreed with his or her favored approach If you knew that most of your co-workers disagreed, would you do what your boss wanted you to do or would you try to represent the wishes of the majority of your co-workers What are the potential risks associated with your choice