1. Organizations have to change themselves, their structures and policies in order to survive. An organization usually depends upon four types of resources: Human, financial, material and legal. But the most important of them is human resource. If the organization does not pay attention to it fails. Wherever will be humans involve there will be politics involved. The previous studies have shown the importance of politics within an organization. In one of studies conducted by Daud and his co-authors they examined the relationship between need for power and personal attributes with the perception on office politics.
Their Correlation and regression analyses results have exhibited that both factors of need for power, namely need for dominating and need for authority, have a significant negative relationships and effect on perceptions of politics (Daud, Isa, Nor, & Zainol). This result has carried
…show more content…
In another study done by Emmanuel Mutambara, he stated that there is direct impact of politics on organization. His research investigates the effects of organizational politics. The research took a slightly different angle of organizational politics, one that included traditional conceptualizations of politics as typically having a negative effect to the organization and the other view of politics as a positive event within the contemporary organization. Statistical analysis was done to identify common factors on the effects of organizational politics. The research revealed that, organizational motivators, organizational de-motivators, and labor turnover were common factors of organizational politics (Mutambara, Botha, & Bisschoff, 2014). The research recommended that managers and employees must be proactive in dealing with organizational politics. The re-activeness must be encored in democratic decision making in which all parties demonstrate the “will” to work with and through organizational politics notwithstanding consolidation of the positive side of
Politics or politicking is a game that is more ostensible and reserved for the political arena; however, metaphorically, much of the political discourse can also be found within organizations. Politics in organizations, then, is design for groups to reconcile differences between interests, conflicts, and power (Morgan, 2006). The case study to be analyze (Cutting Back at City Hall) is one that illustrates all three aspects of interests, conflicts, and power as the City of Smithville, the Fraternal Order of Police (FOP), the International Association of Firefighters (IAF), and the American Federation of State, County, and Municipal Employees (AFSCME) deliberate the city’s proposed budget.
In addition, the Political risk confronted by organizations can be demarcated as “the jeopardy of a financial, strategic or employees’ loss for the organization for the reason of such nonmarket aspects including the social and macroeconomic policies, or occasions connected to political variability (riots, terrorism, coups, insurrection and civil war). Furthermore, administrations may face difficulties in their aptitude to implement military, diplomatic or other ingenuities as a consequence of political jeopardy (Goddard, 1990)
The employer or the management is tasked with the role of developing solutions for these issues. Not only for the organization, but also for the employees or the affected individual. One of the workplace issues that may be encountered in the place of work is the accommodation of people with disabilities.
Political and legislative decisions directly impact the work environment in a variety of ways. A candidate for political office can affect the workforce significantly through zoning ordinances, taxes, trade legislation, existence or lack of health, safety, and illegal discrimination regulations. They may also affect public investment (or lack of) in infrastructure, worker’s right to organize unions, levels of unemployment, and existence of unemployment insurance.
(Tost, Gino & Larrick 2013) argues that “when a formal leader experiences a heightened subjective sense of power, he or she tends to dominate group discussions and interactions, which leads other team members to perceive that their views and perspectives are not valued”. This perceived imbalance definitely hampers any attempt at managing workplace conflict. When employees feel that they have no authority or empowerment they tend to be disengaged, and disengaged employees effect productivity. Low productivity can be considered a form of dissatisfaction and thus labelled a conflict that must be addressed by both employee and manager.
Political power results from the fear of force. The individual acts out of a fear of consequences of disobedience and in accordance with the desdire for self-preservation. Political Authority results from a belief in the moral correctness of the organization in question. The individual acts of a sense of obligation and acknowledges the right of the ruler, morally, to rule and the moral correctness of the laws are accepted. The laws are obeyed for their own sake.
The literature generally suggests that effective leaders express their needs and motives in ways that benefit the organization. These needs or motives, are considered to be; tenacity, power, drive and work ethic (DuBrin et al. 2006). The power motive is significant, as it plays a major role in the relations taking place within the organization. Power over others is an inevitable part of leadership, but it also carries with it the risks associated with the misuse or abuse of power (Wikipedia, 2008).
The political frame relies on the assumption that organizations are alliances of unique people and interest groups. The people are unique due to their different views of the world, their morals, faith and activities and the information they have given these characteristics. The political frame also assumes that all key decisions arise from the need to allocate scarce resources such as time, money and information. These scarce resources and differences amongst people are what make conflict the core of organizational dynamics and make power such a crucial asset. Finally, the political frame assumes that all objectives and conclusions are e...
Individuals have their own personalities that can influence their enthusiasm and productivity within an organization. In addition, individuals also form groups and are part of teams that work together to reach a common goal within organization. According to Gibson, Ivancevich, Donnelly, and Konopaske (2009) dedicated and cohesive teams can have a tremendous impact on organizations effectiveness and the global market. However, all of this happens within the frame-work of office politics and can hinder or enhance the organization’s effectiveness. Therefore, it is important to not only understand individuals, but also groups, teams and office politics within the organization. This will help leaders to plan, organize and motive individuals and groups for the best possible outcome for the organization.
Power is essential to maintaining order and instilling rules within society, relationships and almost all aspects of life. With the appropriate control of power, individuals are able to attain anything that they desire. Once power is obtained, maintaining power and control is also important. Often once power is obtained, individuals believe that they don’t need to focus on the upkeep of maintaining power, this is what often leads to one’s downfall. Although power often comes with success, there are also downfalls to having power. Power can be dangerous and can lead to greed. Power can ruin relationships and often causes conflict as individuals tend to struggle with the shift in power or the new imbalance of power. Power has the ability to demonstrate one’s true morality and ethics. The pursuit of power has its costs.
As far back as history can be told mankind has struggled between balancing culture, power and politics. Many wars have been fought and many people have placed their lives on the line in order to stand up for what they believe in. The combinations of culture, power and politics have spilled over into the workplace. In today’s business environment individuals have much more to worry about than just completing their assigned tasks. Organizational culture, power and office politics influence day to day operations as well as govern the atmosphere within the organization. The amount of impact that power and politics have in the workplace, directly reflect the organization’s culture formally as well as informally.
Social-learning theory states that “people can learn through observation and direct experience (Robbins & Judge, 2009).” In many organic organizations, learning by “hands-on” is the essential ingredient to a successful organization. Their openness allows this type of training to flourish among the managerial-employee relationship. While social-learning may be applicable and positive for the concept of leadership, there may be a contrasting view in terms of the concept of office politics. In other words, learning by observation and experience from the daily transactions that go on in the organization will bring the best qualities out of leadership, and vice-versa, but it may bring about the worst of the organization in terms of politics.
By conducting the Hawthorne studies, various assumptions were discovered. A person's work behaviour is not easily determined as a cause and effect relationship; however it is determined by a complex set of attributes. Informal groups that were present in the organisation form a social structure which was preserved through job related symbols of prestige and power. Change in the organisation can be avoided by being more aware of the employees' sentiments and their participation. The findings of the experiments led to the discovery that the workplace is a close knit social system and not just a production system.
Distribution and exercise of power shape attitudes towards authority. How people sustain themselves economically, and how they manage to obtain the necessities of life, determines assigned roles of individuals and the relationships among them.
Zeiger, S n.d., The Impact of Power and Politics in Organizational Productivity, Choron, viewed 5 April 2014, .