Some quotes regarding Organizational politics taken from website http://www.organizationalpolitics.

org/

Politics is how interests and influence play out in an institution. - Benjamin Franklin

When you mix people and power, you get politics. - Winston Churchill

Politics is the art of getting things done. - Harry Truman

The operational definition of Political Savvy is ethically building a critical mass of support for an idea you care about. - Joel R. DeLuca, Ph.D.

Important changes that are shaping the nature of work in today's complex organizations demand that we become more sophisticated with respect to issues of leadership, power, and influence. - John P. Kotter, Power and Influence

Power tends to corrupt and absolute power corrupts absolutely. Lord Acton Management is itself a political activity. Jeffrey Pfeffer, Power in Organizations

Towards a definition of organizational politics.

The present article is authored by Bronston T.Mayes of University of Nebraska, Lincoln and Robert W. Allen of California State University, Fullerton. Organizations are political coalition in which decisions are made and goals are set by bargaining process. Anyone associated with any form organization eventually becomes aware of the activities that are described by the employees as political. But what is termed as political by one observer may not be viewed as political by the other observer. To understand the nature of political process in an organization some agreements as to what constitutes political behavior must be developed. This article attempts to to shed light on the organizational politics (OP). Guiding this efforts are the following assumptions. 1. 2. 3. 4. Behavior referred to as political takes place in varying degrees in all organization. Not all behaviors in the organization can be categorized in to political. The organizational political process can be described in non-evaluative terms. While many variables involved in describing organizational politics may be familiar to other organizational behavior concepts, a combination of these variables constitute a unique process that cannot be described by existing paradigms. The unique process is organizational politics.

Political behavior has been viewed as actions that make claim against organizational resource sharing system. Although some claims against organizational resource sharing system may constitute political behavior, normally many of these claims would not be considered political. For example, system, an employees asking for a salary raise, which constitutes a claim against the resource sharing system would not be political behavior, but the use of threat to unionize to obtain a raise would be considered a political behavior. Circumstance surrounding the demand process must be considered in defining OP. Widavesky defines politics as conflict over whose preference is to prevail in the determination of policy. Martin and Sims state that politics is considered with relationship of control or influence. Although control, power, and influence are key issues in the study of OP. This approach allows inclusion of of the behaviors normally not considered political. For example non political means of control in organization is the periodic performance review when done in accordance with policy guidelines.

Some writers have considered politics as behavior directed towards personal gain. But all willful behavior ultimately serve some self interest. Hence including self interest in the definition of OP forces consideration of routine job performance as political act. A suitable definition of OP must allow exclusion of routine job performance. These considerations lead us to following definition of OP: Organizational Politics is the management of influence to obtain ends not sanctioned by the organization or to obtain sanctioned ends through non-sanctioned influence means. With the acceptable definition of organizational politics a logical step should be to formulate an integrated theory of OP.

The twelve truths about surviving and succeeding in Office

The present article is from Book and Website Review 1998 and authored by Shelley R. Tapp, who was then Associate Editor of Wayland Baptist University. This volume is castigating look at surviving office politics. However it also includes insights and sketches of certain office types that anyone who has ever worked in an organization will recognize. There are two kinds of offices: those that run on pathology, jealousy, anger and nastiness; and those that are more sane and compassionate. The first type of office is far more common then the second. While it is insufficient to discuss each of the twelve truths in this review but each of them is presented like this: The first truth suggests that one can say anything to whomever one wishes,if one says it correctly. The second asserts the one does not need to be capable, intelligent , or even sane to be successful, but does need to be able to work around the incapable, unintelligent , and in sane. The third stresses the importance of documenting ones meeting with people, and the ideas one has advanced , and of preserving all paperwork elated to ones advancement. The fourth reminds us that listening to gossip may help us protect ourselves, but is a dangerous weapon in office politics and should be handled cautiously. Importance of treating assistants well.

It is only necessary to please your boss. Therefore never do extra work for others unless it will have direct effect on your advancement. It is not necessary to be liked to be effective or successful. Truth number eight applauds being a team player. Ninth truth stresses that negativity, properly harnessed, can be a strong source of the drive to succeed. The tenth truth asserts that it is perfectly all right to use people if you treat them with respect and remember to repay the favours you have received. Truth eleven advises avoiding contact with truly dangerous office types and choosing ones battle with them carefully. Finally the twelfth truth concerns how to handle being fired. This section offers specific suggestions about termination announcements, facing your accuser and rebuilding your professional life.

Organizational Politics: The Role of Justice, Trust and Job Ambiguity

(SINGAPORE MANAGEMENT REVIEW, VOLUME 30 NO 1)

The article is authored by Rozhan Othman,Graduate School of Management, Universiti Putra Malaysia. This study used mailed survey. A questionnaire to measure all the variables of interest was developed. The sample consists of employees from a Malaysian finance company that was undergoing turnaround after experiencing substantial loss. The choice of this organization was made because it had all the conditions that can create a high level of organizational politics. The loss it had experienced has led to major resource constraints. At the time this study was conducted, it was undergoing turnaround under a new CEO. This had created a condition of uncertainty. An atmosphere of conflict also pervaded the organization during the leadership of the previous CEO. About 100 employees, many of them in management positions, resigned in 2002 alone. Abstract Studies on organizational politics have identified a number of antecedents of perception of organizational politics. One variable that has generated some interest as an antecedent of perception of organizational politics is justice. However, there have been limited studies of this relationship. This paper posits that the lack of justice can create a perception of organizational politics. It is argued that the lack of justice undermines trust and subsequently leads to political behaviour.

This study examines how justice is related to other antecedents of perception of organizational politics and how this relationship affects intention to quit. Using data from a firm in a turnaround process, this study found evidence to support the hypotheses proposed. The workplace is a social market place where individuals engage in transactions to obtain favourable returns .It is not merely a rational model of economic activities but is also a place where political activity and conflict takes place The constraints of bounded rationality and imperfect information limits the ability of organizations to develop a complete set of rules and procedures to guide and govern employee actions and behaviour. Thus, individuals often find themselves having to rely on informal and unsanctioned means in making decisions. This opens the opportunity for individuals to engage in political behaviour. One element that contributes towards political activity in organizations is uncertainty. Zanzi and ONeill (2001) argue that uncertainty leads to considerable ambiguity in organizations. As a result, formal rules and procedure are no longer adequate to guide and manage work behaviour. Compounding this situation is the fact that organizations operate under conditions of resource constraints. Individuals sometimes find themselves having to rely on informal and unsanctioned means to advance their goals. This reliance on informal and unsanctioned behaviour constitutes political behaviour. As such, Peled (2000) argues that because of this modern managers also need to develop political skills. Zanzi and ONeills (2001) review of the literature shows that definitions of organizational politics fall into two broad categories. The first sees organizational politics as negative and involves self-serving and unsanctioned behaviour. Such behaviours are said to be divisive, illegitimate, and dysfunctional and can produce conflict (Gilmore et al, 1996). The second view sees politics in a more neutral light and accepts that it can sometimes be functional (Kumar and Ghadially, 1989). Pfeffer (1981) for instance, defines politics as a social function that can contribute to the basic functioning of organizations. Both definitions agree, however, that organizational politics involves unsanctioned and informal forms of behaviours. Even though theoretical definitions accept that politics can be positive, research evidence shows that individuals generally view politics as negative. It is therefore proposed that: Job ambiguity has a negative relationship with organizational justice and trust. Organizational justice has a positive relationship with trust. Organizational justice and trust have a negative relationship with POP Job ambiguity has positive relationship with POP. POP is positively related to intention to quit.

7 Habits To Win In Office Politics

The present article is written by Lawrence Cheok. Lawrence Cheok Lawrence Cheok is a project manager, business developer and writer. He writes about living a balance life and provides tips for improving your career, relationships and money at a long long road. Office politics a taboo word for some people. Its a pervasive thing at the workplace. In its simplest form, office politics is simply about the differences between people at work; differences in opinions, conflicts of interests are often manifested as office politics. It all goes down to human communications and relationships. There is no need to be afraid of office politics. Top performers are those who have mastered the art of winning in office politics. Below are 7 good habits to help you win at the workplace: HABIT #1 BE AWARE YOU HAVE A CHOICE The most common reactions to politics at work are either fight or flight. Its normal human reaction for survival in the wild, back in the prehistoric days when we were still hunter-gatherers. Sure, the office is a modern jungle, but it takes more than just instinctive reactions to win in office politics. Instinctive fight reactions will only cause more resistance to whatever you are trying to achieve; while instinctive flight reactions only label you as a pushover that people can easily take for granted. Neither options are appealing for healthy career growth. Winning requires you to consciously choose your reactions to the situation. Recognize that no matter how bad the circumstances, you have a choice in choosing how you feel and react. So how do you choose? This bring us to the next point HABIT #2 KNOW WHAT YOU ARE TRYING TO ACHIEVE When conflicts happens, its very easy to be sucked into tunnel-vision and focus on immediate differences. Thats a self-defeating approach. Chances are youll only invite more resistance by focusing on differences in peoples positions or opinions. The way to mitigate this without looking like youre fighting to emerge as a winner in this conflict is to focus on the business objectives. In the light of whats best for the business, discuss the pros and cons of each option. Eventually, everyone wants the business to be successful; if the business dont win, then nobody in the organization wins. Its much easier for one to eat the humble pie and back off when they realize the chosen approach is best for the business. By learning to steer the discussion in this direction, you will learn to disengage from petty differences and position yourself as someone who is interested in getting things done. Your boss will also come to appreciate you as someone who is mature, strategic and can be entrusted with bigger responsibilities.

HABIT #3 FOCUS ON YOUR CIRCLE OF INFLUENCE At work, there are often issues which we have very little control over. Its not uncommon to find corporate policies, client demands or boss mandates which affects your personal interests. Bitching and complaining are common responses to these events that we cannot control. But think about it, other than that short term emotional outlet, what tangible results do bitching really accomplish? In most instances, none. Instead of feeling victimized and angry about the situation, focus on the things that you can do to influence the situation your circle of influence. This is a very empowering technique to overcome the feeling of helplessness. It removes the victimized feeling and also allows others to see you as someone who knows how to operate within given constraints. You may not be able to change or decide on the eventual outcome, but you can walk away knowing that you have done the best within the given circumstances. Constraints are all around in the workplace; with this approach, your boss will also come to appreciate you as someone who is understanding and positive. HABIT #4 DONT TAKE SIDES In office politics, it is possible to find yourself stuck in between two power figures who are at odds with each other. You find yourself being thrown around while they try to outwit each other and defend their own position. All at the expense of you getting the job done. You cant get them to agree on a common decision for a project, and neither of them want to take ownership of issues; theyre too afraid theyll get stabbed in the back for any mishaps. In cases like this, focus on the business objectives and dont take side with either of them even if you like one better than the other. Place them on a common communication platform and ensure open communications among all parties so that no one can claim I didnt say that. By not taking sides, youll help to direct conflict resolution in an objective manner. Youll also build trust with both parties. Thatll help to keep the engagements constructive and focus on business objectives. HABIT #5 DONT GET PERSONAL In office politics, youll get angry with people. It happens. There will be times when you feel the urge to give that person a piece of your mind and teach him a lesson. Dont. People tend to remember moments when they were humiliated or insulted. Even if you win this argument and get to feel really good about it for now, youll pay the price later when you need help from this person. What goes around comes around, especially at the work place. To win in the office, youll want to build a network of allies which you can tap into. The last thing you want during a crisis or an opportunity is to have someone screw you up because they

habour ill-intentions towards you all because youd enjoyed a brief moment of emotional outburst at their expense. Another reason to hold back your temper is your career advancement. Increasingly, organizations are using 360 degree reviews to promote someone. Even if you are a star performer, your boss will have to fight a political uphill battle if other managers or peers see you as someone who is difficult to work with. The last thing youll want is to make it difficult for your boss to champion you for a promotion. HABIT #6 SEEK TO UNDERSTAND, BEFORE BEING UNDERSTOOD The reason people feel unjustified is because they felt misunderstood. Instinctively, we are more interested in getting the others to understand us than to understand them first. Top people managers and business leaders have learned to suppress this urge. Surprisingly, seeking to understand is a very disarming technique. Once the other party feels that you understand where he/she is coming from, they will feel less defensive and be open to understand you in return. This sets the stage for open communications to arrive at a solution that both parties can accept. Trying to arrive at a solution without first having this understanding is very difficult theres little trust and too much second-guessing. HABIT #7 THINK WIN-WIN As mentioned upfront, political conflicts happen because of conflicting interests. Perhaps due to our schooling, we are taught that to win, someone else needs to lose. Conversely, we are afraid to let someone else win, because it implies losing for us. In business and work, that doesnt have to be the case. Learn to think in terms of how can we both win out of this situation? This requires that you first understand the other partys perspective and whats in it for him. Next, understand whats in it for you. Strive to seek out a resolution that is acceptable and beneficial to both parties. Doing this will ensure that everyone truly commit to the agree resolution and not pay only lip-service to it. People simply dont like to lose. You may get away with win-lose tactics once or twice, but very soon, youll find yourself

Power and Office Politics: Rumor and Reality

Here is an article by Jacqui L. Marshall which talks about rumors and realities associated with office politics. Office politics have been around since very long. Julius Caesar succumbed to them. Any employee cannot afford to ignore these politics as it can affect the career very badly. It can likely land you a dagger in the back or a bullet in the head. The person who says, Im not political is in great danger because only the fittest will be the ones who understand the office politics. Office politics has been becoming very complex these days and every one of us will have to face it in the near future. Many a times the word POWER is associated with politics, for some people power is a negative world so lets start with it. All too often, power has been abused. Who hasnt encountered at least one manipulative, dishonest or back-biting colleague? The article says that the ability of one to offer, share, exchange, anoint or negotiate power is a key component of office politics and ability to capture some of it and manipulate it for ones own good. It depends on you that whether you can deploy the power attained for constructive purpose or not, if you can do it then it is good for the entire organization. The writer has given out some of rumors and the realities associated with them. They are given below: Rumor: You can find a work environment void of politics. Reality: Every workplace has its own politics. It is on you to observe and discover the unique elements of your offices politics. Rumor: If you work hard and keep your nose clean, the promotions will come and you will be successful. Reality: Working hard and staying under the radar screen isnt always enough. In a competitive work world, being politically adept is as a critical as being smart, talented and hardworking. Rumor: Office politics are treacherous. Id rather stay ignorant of the office politics in my workplace. Reality: Even if you could avoid office politics, you may find yourself the victim. Taking an active approach can help you with your career. Below given are some tips for managing office politics: 1) 2) 3) 4) 5) 6) Be a top performer. Always keep looking for better opportunities and have a career path. One must also know about his/her manager- his goals, priorities and ambitions. Be alert to changes and keep informed about changes taking place in the work place. Be known as a person who is trustworthy, reliable, honest and fair. Networking is very important- cherishing friends and supporters, they will advice throughout ones career.

7) Willingly share ones expertise, experience and insights with others. 8) Get to know the business well and think like the CEO(though you are not)9) Make your strategies and act accordingly in different situations. 10) Always accept your mistakes and failures; this will give you courage and you will learn from them.

Office Politics
There is an article on how politics can be used positively by the company. It can be used to gat positive results. There are many speakers who have different views on how politics can be useful. One speaker says Most people recognize politics as an inevitable part of getting things done, he is heading a research on how politics can be used positively. Another says that many employees participate in politics without being aware, he says; using email to let the boss know of a success, attending important meetings; being willing to take on extra jobs- these are all politicking. How much does a director influence office politics? A director may be responsible, inadvertently, for creating an atmosphere of competition, or a culture of fear and rivalry. The speaker suggests encouraging team effort and praise without distracting from someone elses efforts. Further he is of the view that a positive and motivated team with a common purpose is likely to use politics well. She adds that companies, who have a good grasp of their companys politics, can use the corporate grapevine to their advantage, gathering or disseminating information and sharing opinions.