Organizational Politics (7 Marks)

Definition

According to Pfeffer, Organizational Politics refers to intentional acts of influence to enhance or protect self-interest of individuals or groups, often at the expense of organizational goals, when there is uncertainty or disagreement over choices. Robbins defines it as activities not required as part of one's formal role but that influence distribution of advantages/disadvantages.

Distinction: Power (capacity to influence) vs Politics (exercise of power to achieve self-interest).

Nature & Characteristics

1. Self-serving behaviour - often covert and illegitimate from organizational perspective
2. Subjective - one person's politics is another's effective management
3. Common when resources are scarce and decisions are ambiguous
4. Exists at individual, coalition and organizational levels

Types of Political Behaviour

1. Legitimate Politics: Normal everyday politics - complaining to supervisor, bypassing chain of command, forming coalitions, adhering to rules to further own interests
2. Illegitimate Politics: Extreme behaviours that violate rules - sabotage, whistle-blowing, symbolic protests, forming groups to overthrow authority

Farrell & Petersen Classification: Internal vs External, Horizontal vs Vertical

Common Political Tactics / Strategies (Influence Tactics)

1. Ingratiation: Flattery, creating goodwill before request
2. Coalition Building: Aligning with others for support
3. Exchange / Reciprocity: Favours for favours
4. Controlling Information: Withholding or distorting information
5. Image Building: Self-promotion, highlighting achievements
6. Scapegoating & Blaming: Shifting blame to others
7. Networking: Building influential contacts
8. Association with Influential: Aligning with powerful persons
9. Rule Conformity: Strict adherence to rules to avoid criticism

Buchanan & Badham list: positioning, controlling agendas, managing impressions.

Factors Contributing (Antecedents)

• Individual: Machiavellianism, internal locus of control, high self-monitoring, need for power
• Organizational: Scarce resources, role ambiguity, unclear performance evaluation, high performance pressure, limited promotion opportunities, low trust, democratic decision making

(Detailed in Q104)

Consequences

Negative (If Dysfunctional):

• Reduced morale, increased stress, turnover
• Distorted information and poor decision making
• Decreased OCB and cooperation
• Cynicism and damaged culture

Positive (If Constructive):

• Accelerates change and innovation
• Helps navigate bureaucracy
• Aids career advancement
• Resolves conflicts through negotiation

Managing Organizational Politics / How to Minimize Dysfunctional Politics

1. Transparency: Clear goals, criteria for rewards and promotions
2. Open Communication: Encourage open discussion and feedback
3. Reduce Uncertainty: Clarify roles and expectations
4. Participative Management: Involve employees in decisions
5. Ethical Leadership: Role model and reward ethical behaviour
6. Fair Resource Allocation: Objective budgeting
7. Develop Political Skill Ethically: Teach influence without manipulation (Political Skill = Social astuteness, Interpersonal influence, Networking ability, Apparent sincerity - Ferris et al.)

Defensive Behaviours (Reactions to Politics)

Robbins lists: Avoiding action, avoiding blame, avoiding change - e.g., stalling, playing safe, conforming strictly.

Conclusion

Politics is inevitable in organizations - it is fact of organizational life. As Gandz & Murray observed: "Politics is pervasive." The goal is not to eliminate politics but to manage it so that self-interest aligns with organizational interest through ethical political skill and transparent systems.