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Unformatted text preview: Politics and Labeling Political Label “Effective Management” Label Blaming others Fixing responsibility Passing the buck Delegating responsibility Forming coalitions Facilitating teamwork Apple polishing Demonstrating loyalty Manager’s Feelings About Workplace Manager’s Feelings About Workplace Politics (Figure 9­5) Statement The experience of workplace politics is common in The most organizations. most Successful executives must be good politicians. The higher you go in organizations, the more political The the climate becomes. the Powerful executives don’t act politically. You have to be political to get ahead in organizations. Top management should try to get rid of politics in Top organizations. organizations. Politics helps organizations function effectively. Organizations free of politics are happier than those Organizations where there is a lot of politics. where Politics in organizations is detrimental to efficiency. % Agreeing 93.2 89.0 76.2 15.7 69.8 48.6 42.1 59.1 55.1 Some Determinants of Organizational Some Determinants of Organizational Politics (Figure 9­6) Individual Determinants • Machiavellianism • Self-Monitoring • Need for Power • Individual Values Organizational Determinants Organizational Politics • Organizational Values • Ambiguity • Counternorms • Competition • Level in Organization Individual Determinants: Machiavellianism Individual Determinants: Machiavellianism Since Machiavellians believe that ends justify means and they should always “look out for number one,” it’s not surprising that they are highly political. Al Neuharth, founder of USA Today and author of Confessions of an SOB, has argued that that CEOs commonly employ Machiavellian behavior and that “Being Machiavellian, as a general offense, is not all bad.” Machiavellians see political behavior as pragmatic and appropriate. Machiavellianism has been related to the decision to offer kickbacks and lower scores on ethical orientation. Al Neuharth Individual Determinants: Individual Determinants: Self­Monitoring Recall that high self­monitors are chameleon­like, adjusting their behaviors in ways to induce positive reactions from others. High self­monitors have been shown to be more apt than low self­monitors to engage in manipulation and filtering of information that they transmit upward to create a favorable impression. Individual Determinants: Individual Determinants: Need for Power Need for power is the desire to control other persons, to influence their behavior, and to be responsible for them. Personalized power seekers try to dominate others for the sake of dominating, and derive satisfaction from conquering others. Socialized power seekers satisfy their power needs in ways that help the organization. They may show concern for group goals, find goals to motivate others, and work with a group to develop and achieve goals. We would expect more political behavior from personalized power seekers than from socialized power seekers. Organizational Determinants: Organizational Determinants: Organizational Values Bottom­line mentality. Sees financial success as the only value to be considered; rules of morality are simply obst...
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