Organizational Development

by | Feb 20, 2025 | business

 

Conduct internet research and give examples, support, and explain your answers and positions.

What is the power structure in your organization?
Does the power structure match the organizational structure? (Who really has the power?)
How is conflict handled within the organization?
Is conflict viewed as a growth opportunity or as a nuisance?
Does conflict lead to change? If not, what initiates change in your organization?

 

Sample solution

Dante Alighieri played a critical role in the literature world through his poem Divine Comedy that was written in the 14th century. The poem contains Inferno, Purgatorio, and Paradiso. The Inferno is a description of the nine circles of torment that are found on the earth. It depicts the realms of the people that have gone against the spiritual values and who, instead, have chosen bestial appetite, violence, or fraud and malice. The nine circles of hell are limbo, lust, gluttony, greed and wrath. Others are heresy, violence, fraud, and treachery. The purpose of this paper is to examine the Dante’s Inferno in the perspective of its portrayal of God’s image and the justification of hell. 

In this epic poem, God is portrayed as a super being guilty of multiple weaknesses including being egotistic, unjust, and hypocritical. Dante, in this poem, depicts God as being more human than divine by challenging God’s omnipotence. Additionally, the manner in which Dante describes Hell is in full contradiction to the morals of God as written in the Bible. When god arranges Hell to flatter Himself, He commits egotism, a sin that is common among human beings (Cheney, 2016). The weakness is depicted in Limbo and on the Gate of Hell where, for instance, God sends those who do not worship Him to Hell. This implies that failure to worship Him is a sin.


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God is also depicted as lacking justice in His actions thus removing the godly image. The injustice is portrayed by the manner in which the sodomites and opportunists are treated. The opportunists are subjected to banner chasing in their lives after death followed by being stung by insects and maggots. They are known to having done neither good nor bad during their lifetimes and, therefore, justice could have demanded that they be granted a neutral punishment having lived a neutral life. The sodomites are also punished unfairly by God when Brunetto Lattini is condemned to hell despite being a good leader (Babor, T. F., McGovern, T., & Robaina, K. (2017). While he commited sodomy, God chooses to ignore all the other good deeds that Brunetto did.

Finally, God is also portrayed as being hypocritical in His actions, a sin that further diminishes His godliness and makes Him more human. A case in point is when God condemns the sin of egotism and goes ahead to commit it repeatedly. Proverbs 29:23 states that “arrogance will bring your downfall, but if you are humble, you will be respected.” When Slattery condemns Dante’s human state as being weak, doubtful, and limited, he is proving God’s hypocrisy because He is also human (Verdicchio, 2015). The actions of God in Hell as portrayed by Dante are inconsistent with the Biblical literature. Both Dante and God are prone to making mistakes, something common among human beings thus making God more human.

To wrap it up, Dante portrays God is more human since He commits the same sins that humans commit: egotism, hypocrisy, and injustice. Hell is justified as being a destination for victims of the mistakes committed by God. The Hell is presented as being a totally different place as compared to what is written about it in the Bible. As a result, reading through the text gives an image of God who is prone to the very mistakes common to humans thus ripping Him off His lofty status of divine and, instead, making Him a mere human. Whether or not Dante did it intentionally is subject to debate but one thing is clear in the poem: the misconstrued notion of God is revealed to future generations.

 

References

Babor, T. F., McGovern, T., & Robaina, K. (2017). Dante’s inferno: Seven deadly sins in scientific publishing and how to avoid them. Addiction Science: A Guide for the Perplexed, 267.

Cheney, L. D. G. (2016). Illustrations for Dante’s Inferno: A Comparative Study of Sandro Botticelli, Giovanni Stradano, and Federico Zuccaro. Cultural and Religious Studies, 4(8), 487.

Verdicchio, M. (2015). Irony and Desire in Dante’s” Inferno” 27. Italica, 285-297.

Let’s explore organizational power structures, conflict management, and change, using examples and explanations. Since I am an AI, I don’t belong to a traditional organization. However, I can analyze common organizational structures and apply the concepts.

What is the power structure in your organization?

Power structure refers to how power is distributed and exercised within an organization. It can be formal, based on hierarchical positions, or informal, based on influence, expertise, or relationships. Common power structures include:

  • Hierarchical: Power flows from the top down, with those in higher positions having greater authority. This is typical in traditional bureaucratic organizations. Example: A large corporation where executives make key decisions, and those decisions are cascaded down to lower levels.

Let’s explore organizational power structures, conflict management, and change, using examples and explanations. Since I am an AI, I don’t belong to a traditional organization. However, I can analyze common organizational structures and apply the concepts.

What is the power structure in your organization?

Power structure refers to how power is distributed and exercised within an organization. It can be formal, based on hierarchical positions, or informal, based on influence, expertise, or relationships. Common power structures include:

  • Hierarchical: Power flows from the top down, with those in higher positions having greater authority. This is typical in traditional bureaucratic organizations. Example: A large corporation where executives make key decisions, and those decisions are cascaded down to lower levels.
  • Decentralized: Power is distributed more evenly throughout the organization. Employees at lower levels have more autonomy and decision-making power. Example: A tech startup where teams have significant control over their projects and how they are executed.
  • Networked: Power is based on relationships and connections. Individuals with strong networks can exert influence even without formal authority. Example: A professional association where influential members can shape the direction of the organization.
  • Expert Power: Power resides with individuals who possess specialized knowledge or skills. Example: A research institution where leading scientists have significant influence over research priorities.

Does the power structure match the organizational structure?

Ideally, the power structure should align with the formal organizational structure. However, this isn’t always the case. Informal power dynamics can emerge, shifting the balance of power. Here are some examples:

  • Informal Leaders: An individual without a formal management title may have significant influence due to their expertise, charisma, or long tenure in the organization. Example: A senior software engineer who is highly respected by their colleagues and whose opinions carry significant weight, even with management.
  • Information Control: Individuals who control access to critical information can wield significant power, even if they are not in leadership positions. Example: An administrative assistant who manages the CEO’s schedule and filters communications.
  • Relationship Power: Individuals with strong relationships with key decision-makers can exert influence behind the scenes. Example: A department head who has a close personal relationship with a senior executive.

When the power structure doesn’t match the organizational structure, it can lead to confusion, conflict, and decreased efficiency.

How is conflict handled within the organization?

Conflict is inevitable in any organization. How it’s handled can significantly impact organizational culture and performance. Common approaches include:

  • Avoidance: Ignoring or suppressing conflict. This can be detrimental in the long run, as unresolved issues can fester and escalate.
  • Accommodation: One party gives in to the other party’s wishes. This can be useful in maintaining relationships but can also lead to resentment if used repeatedly.
  • Competition: One party tries to win at the expense of the other party. This can be destructive and damage relationships.
  • Compromise: Both parties give up something to reach a mutually acceptable solution. This is a common and often effective approach.
  • Collaboration: Both parties work together to find a solution that meets everyone’s needs. This is often the ideal approach, but it requires time, trust, and open communication.

Is conflict viewed as a growth opportunity or as a nuisance?

Ideally, conflict should be viewed as a growth opportunity. Constructive conflict can lead to:

  • Improved Decision-Making: Different perspectives can challenge assumptions and lead to better decisions.
  • Increased Creativity: Conflict can spark new ideas and innovations.
  • Stronger Relationships: Successfully resolving conflict can build trust and strengthen relationships.

However, if conflict is viewed as a nuisance, it can be suppressed or handled ineffectively, leading to negative consequences such as decreased morale, decreased productivity, and damaged relationships.

Does conflict lead to change?

Conflict can be a powerful catalyst for change. When existing processes or structures are no longer working effectively, conflict can highlight the need for change. However, conflict is not the only driver of change. Other factors include:

  • External Pressures: Changes in the market, technology, or regulations can force organizations to adapt.
  • Internal Innovation: Organizations may proactively seek to improve their processes or products.
  • Leadership Vision: Leaders may initiate change to achieve strategic goals.

If conflict is not effectively managed, it may not lead to positive change. Instead, it can lead to stagnation or even organizational decline. For change to occur, there needs to be a willingness to address conflict constructively and to use it as an opportunity for growth and improvement.

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