Organizational Politics
The word politics is taken in a negative sense in most of the situations. Despite of this widely held belief, politics can be found everywhere right from home to the organization or the country level. Politics exists in every place where there are more than one person seeking same resources which are limited. Intentionally or unintentionally, everybody plays politics in one or the other way to serve their purpose and it proves to be helpful for someone while considered as “dirty” by others who are not benefitted by it. But probably it cannot be avoided as the politics comes in various forms and is present in every field of work in one or the other form. However, we are here to discuss about the politics present in the organizations in various levels and its affect on the work and people there. This presence of politics in the organization is called the organizational politics. According to Brandon and Seldman (2004), “Organizational politics are informal, unofficial, and sometimes behind-the-scenes efforts to sell ideas, influence an organization, increase power, or achieve other targeted objectives”. Extending the same note, Organizational politics refers to behaviours “that occur on an informal basis within an organization and involve intentional acts of influence that are designed to protect or enhance individuals’ professional careers when conflicting courses of action are possible” (Drory, 1993; Porter, Allen, & Angle, 1981).
Many studies have shown that organizational politics cannot be always considered to be a bad practice. In many cases, it proves to be beneficial for the organizations. Kotter, in his article “Power and influence”, says “Without political awareness and skill, we face the inevitable prospect of becoming immersed in bureaucratic infighting, parochial politics and destructive power struggles, which greatly retard organizational initiative, innovation, morale, and performance.” The concept is also supported by Randolph(1985) where he
Many studies have shown that organizational politics cannot be always considered to be a bad practice. In many cases, it proves to be beneficial for the organizations. Kotter, in his article “Power and influence”, says “Without political awareness and skill, we face the inevitable prospect of becoming immersed in bureaucratic infighting, parochial politics and destructive power struggles, which greatly retard organizational initiative, innovation, morale, and performance.” The concept is also supported by Randolph(1985) where he
References: Aronow, J. (2004). THE IMPACT OF ORGANIZATIONAL POLITICS ON THE WORK OF THE INTERNAL HUMAN RESOURCE PROFESSIONAL. Retrieved April 16, 2010, from http://www.uwstout.edu/lib/thesis/2004/2004aronowj.pdf Brandon, R., & Seldman, M. (2004). Survival of the savvy: High-integrity political tactics for career and company success. New York: Free Press; Hochwarter, W. A., Witt, L. A., & Kacmar, K. M. (2000). Perceptions of organizational politics as a moderator of the relationship between conscientiousness and job performance. Journal of Applied Psychology, 85, 472–478. Dunn, A. (n.d.). Organizational Politics. Retrieved April 20, 2010, from www.dattnerconsulting.com/presentations/organizationalpolitics.pdf Dwyer, K. (2007). How to Win at Office Politics. Retrieved April 20, 2010, from http://www.bnet.com/2403-13070_23-93243.html King, D. (n.d.). Winning at Organization Politics without losing your soul. Retrieved April 21, 2010, from http://www.careerfirm.com/article-politics.htm Kotter, J. (1985). Power and influence. New York: Free Press. Management Consulting Courses. (n.d.). Power & Organisational Politics. Retrieved April 21, 2010, from http://managementconsultingcourses.com/Lesson30Power&OrganizationalPolitics.pdf Suzanne Zivnuska, K. Michele Kacmar, L. A. Witt, Dawn S. Carlson, Virginia K. Bratton. (2004). Journal of Organizational Behavior, 25(5), 627-640 Vigoda-Gadet, E., & Drory, A. (2006). Handbook of Organisational Politics. Cheltenham: Edward Elgar Publishing Limited