Power and Politics

Introduction

After a day of strenuous work in the office, Damien and Steven settled into the conference room over a cup of coffee. Steven was the Assistant manager heading Project Planning department for General Motors and Damien was the Project Planning Executive working in his department. However they did not share a formal reporting relationship. These evening discussions had become routine as the project was at a very crucial stage and both were aware of the criticalities involved in the project. There were some major issues on which an urgent call had to be taken. The project deadline was due by June 2006, it was already January end and time was running out.

“The ordering of the equipment has to be done up the earliest and we have to close on all the issues related to the project”, said Damien.

“So, what’s the hitch?” questioned Steven.

“I am now in the final stage of ordering the Equipment and Mr. Paul (GM, General Motors) has asked me to consider ‘M/s JAK’ for the equipment. This means delaying the ordering process, thus the delivery of the equipment and finally not meeting the project deadline”, said Damien with concern.

“I very well understand your concern but the boss’s word is final. You know he shares a wonderful relationship with M/s JAK, so they have an added advantage in every project.” said Steven with assertion.

Damien left the conference room thinking about the future course of action. It was now more than two months that he had spent working out this proposal. Considering another supplier meant disturbing his planning schedule and investing huge time and effort to get the proposal ready again. He was very well aware that a small mistake on his part could lead to the failure of