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Intel Organization
Pfeffer & Salanick (1978) proposed many important ideas in their examination of management theory's incorporation of external elements and controls. While the information contained in this reading are useful in some manner, their perspective remains incomplete and one sided in many ways. While it is true that the external controls and exchanges between organizations have a direct and almost obvious impact on the cumulative results, the author's ignore the requirement for balance and reason within the total concept of control.
While federal intelligence agencies such as the CIA certain would benefit from taking the authors' recommendations when they wrote " the key to organizational survival is the ability to acquire and maintain resources, " (p.2), it still feels that something even more important is left out. The CIA can and does acquire incredibly large amounts of data and information, or resources, however a point of diminishing returns awaits if the concept of quality is not taken into consideration.
These types of organizations dealing with intelligence need to ensure a balance is struck between quality and quantity. Context is obviously important, but the ability to organize and synthesize data with reasonable, high-quality analysis is the only way to approach...
Dealing with human behavior is and always will be unpredictable, and numerous approaches which practice balanced and reasonable methods have any real chance at successfully managing and ordering large masses of humanity. A change towards balance and synthesis between both external and internal events stands to improve these type of organizations that aim to manifest such objectives.
Question 2
Leaders within the intelligence community stand to benefit from the authors' writings as they discussed the role of the executive within the organization. The concept of power and how it relates to organizational effectiveness is one fine example of how this chapter explained the role of leadership and its influence within the executive branches of organizations. The importance of power is noted when they wrote " while in power, a dominant coalition has the ability to formulate constitutions, rules, procedures and information systems that limit the potential power of others and ensure their own, continuing control, " (p.235).
Leaders must come to grips with the sheer force that power truly is and how this tool can be used to maximize effective outcomes. Using the author's interpretation of power, it appears…
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