The political lens examines an organization through the "roots of conflict" in "different and competing interests and disagreements" (Ancona, Kochan, Scully, Van Maanen and Westney, 2005: M-2, 33). The political aspect of an organization requires “the exercise of power and influence” by stakeholders over others to obtain their “buy-in” (Ancona et al., 2005: M-2, 33). I will analyze Dynacorp through a political lens to discuss the factors that will hinder or facilitate the success of the front-end/back-end design change (Dynacorp Revisited, 2005: M-2, 85). POLICY ANALYSIS Stakeholders The political analysis of an organization begins by identifying stakeholders “groups that have a common “stake” that is affected by what the organization is and how it operates (Ancona et al., 2005: M- 2, 35) » The CEO of Dynacorp is ultimately responsible for the company's turnaround and its success relative to its competitors. The company's front end is divided into three geographies. Carl Greystone, executive vice president of customer operations in the United States, manages the largest of the geographies (Dynacorp Revisited, 2005: M-2, 86-87). Geographic areas are divided into regions; Ben Walker is vice president overseeing the Northeast region and reports to Greystone (Dynacorp Revisited, 2005: M-2, 87). Regions are divided into branches and sales teams covering specific industries and customer sectors. Branch Manager Martha Pauley manages multiple sales teams in the Northeast region. Previously, branches sold all products in a specific city/area; branches are now responsible for selling a group of products over a much larger geographic area (Dynacorp Revisited, 2005: M-2, 86). The sales......middle of paper......omer desires. Branches and BUs have a common objective of sales and profit margins since their managers receive remuneration based on performance. The only concern is the capacity and attitude of the sales teams. The company needs sales buy-in because that's where the customer interaction is and where the profits come in. Dynacorp redefined its tasks without their input, if they perceived their influence on the company's decision-making, they would adhere to it more, as they would. feel involved and important to the company. Works Cited Ancona, D., Kochan, T., Scully, M., Van Maanen, J. & Westney, DE 2005. Managing for the Future: Organizational Behavior and Processes (3rd ed.). Cincinnati: South-Western College Publishing. Dynacorp revisited. 2005. In D. Ancona et al. Managing for the future: M-2, 85-90. Cincinnati: South-Western College Publishing.