This document discusses organizational politics and its implications in the workplace. It identifies several key factors that contribute to politics in organizations, including the quest for equality, promotion, and power struggles. The political landscape in an organization is shaped by its goals, size, resources, and leadership. Organizational politics can negatively impact both employees and the organization if not minimized. The document recommends improving communication, addressing employee needs, using committees for decision making, and fostering teamwork to reduce the negative effects of politics.
This document summarizes a research paper that studied the relationship between employees' perceptions of organizational politics and their performance, with the mediating role of social exchange perceptions. The study collected survey responses from over 1,000 employees across organizations in Pakistan. Structural equation modeling was used to analyze the data. The results showed that perceptions of social exchange fully mediate the relationship between perceptions of organizational politics and employees' performance. Perceptions of unfair politics can harm the social exchange relationship between employees and their organization and negatively impact performance.
This document defines key terms related to business and the environment, including:
- Business refers to human activities directed at satisfying customer needs through production and distribution of goods and services with the aim of earning profits.
- The business environment is the complex, dynamic, and uncontrollable external factors that surround and influence a business, including political, economic, social, technological, environmental, and global conditions.
- The internal environment includes controllable internal factors like employees, shareholders, organizational culture, and structure that influence a business.
- Environmental analysis is the process of identifying and assessing external and internal factors that may impact a business's performance in order to inform strategic decision making.
The document analyzes Enron Corporation's financial engineering from an ethical utilitarianism perspective. It discusses how Enron conducted financial engineering through misstating financials, hiding losses, and using off-balance sheet entities. This ultimately led to a collapse in Enron's stock price, thousands losing jobs and pensions, and billions in losses for financial institutions. The document concludes that from a utilitarian perspective, focusing on maximizing happiness and minimizing harm, Enron's financial engineering was unethical as it significantly harmed investors, employees, and other stakeholders.
This document analyzes how companies in developing countries manage their corporate social responsibility efforts. It discusses CSR frameworks and challenges in developing country contexts. The key findings are:
1) Managing CSR in developing countries presents both opportunities and challenges due to factors like poverty, corruption and weak governance.
2) CSR efforts in developing countries emphasize social issues and philanthropy more than environmental or stakeholder concerns.
3) A corporate social responsibility audit can help companies measure their social performance and identify areas for improvement, but developing appropriate audit methods is challenging due to a lack of formal study.
This document summarizes research on the effect of government funding on nonprofit administrative efficiency. Some research finds that government funding can increase nonprofit administrative costs through increased bureaucracy, professionalization, and compliance requirements. However, other research finds government funding can also improve efficiency by allowing nonprofits to achieve scale. This paper aims to empirically test the relationship between public funding and nonprofit efficiency using a longitudinal dataset of nonprofit organizations.
This document analyzes the impact of corporate social responsibility performance on systematic risk in listed companies in China's financial industry. It uses quantile regression and ordinary least squares regression to examine the relationship between corporate social responsibility performance, information disclosure, and systematic risk. The results show that information disclosure can reduce systematic risk, especially for high-risk companies. Corporate social responsibility has a deferred effect in reducing systematic risk for low-risk companies, as long as performance is maintained above previous levels. The document recommends that companies actively disclose sustainability reports, disclose information regularly and continuously, and maintain corporate social responsibility performance above previous levels to effectively reduce systematic risk.
ethical and social enviroment of an organizations junaid
This document provides an overview of principles of management related to the ethical and social environment of organizations. It discusses key topics such as the meaning of ethics, how ethics relates to management and is formed within organizations, managing ethical behaviors, and the social responsibilities of organizations. The document also examines how businesses and government influence each other through both direct and indirect regulation, lobbying, political action committees, and personal contacts. Finally, it outlines formal and informal dimensions for managing an organization's social responsibilities through legal and ethical compliance, philanthropic giving, organizational culture, leadership, and whistleblowing policies.
Public and private organizations exist on a continuum, with few clear distinctions. Research finds government organizations are not inherently more bureaucratic. While purposes differ, functions can be similar regardless of public or private label. Defining characteristics depend on context. Public organizations aim to further public values but face challenges in representing diffuse public preferences.
This document summarizes a research paper that studied the relationship between employees' perceptions of organizational politics and their performance, with the mediating role of social exchange perceptions. The study collected survey responses from over 1,000 employees across organizations in Pakistan. Structural equation modeling was used to analyze the data. The results showed that perceptions of social exchange fully mediate the relationship between perceptions of organizational politics and employees' performance. Perceptions of unfair politics can harm the social exchange relationship between employees and their organization and negatively impact performance.
This document defines key terms related to business and the environment, including:
- Business refers to human activities directed at satisfying customer needs through production and distribution of goods and services with the aim of earning profits.
- The business environment is the complex, dynamic, and uncontrollable external factors that surround and influence a business, including political, economic, social, technological, environmental, and global conditions.
- The internal environment includes controllable internal factors like employees, shareholders, organizational culture, and structure that influence a business.
- Environmental analysis is the process of identifying and assessing external and internal factors that may impact a business's performance in order to inform strategic decision making.
The document analyzes Enron Corporation's financial engineering from an ethical utilitarianism perspective. It discusses how Enron conducted financial engineering through misstating financials, hiding losses, and using off-balance sheet entities. This ultimately led to a collapse in Enron's stock price, thousands losing jobs and pensions, and billions in losses for financial institutions. The document concludes that from a utilitarian perspective, focusing on maximizing happiness and minimizing harm, Enron's financial engineering was unethical as it significantly harmed investors, employees, and other stakeholders.
This document analyzes how companies in developing countries manage their corporate social responsibility efforts. It discusses CSR frameworks and challenges in developing country contexts. The key findings are:
1) Managing CSR in developing countries presents both opportunities and challenges due to factors like poverty, corruption and weak governance.
2) CSR efforts in developing countries emphasize social issues and philanthropy more than environmental or stakeholder concerns.
3) A corporate social responsibility audit can help companies measure their social performance and identify areas for improvement, but developing appropriate audit methods is challenging due to a lack of formal study.
This document summarizes research on the effect of government funding on nonprofit administrative efficiency. Some research finds that government funding can increase nonprofit administrative costs through increased bureaucracy, professionalization, and compliance requirements. However, other research finds government funding can also improve efficiency by allowing nonprofits to achieve scale. This paper aims to empirically test the relationship between public funding and nonprofit efficiency using a longitudinal dataset of nonprofit organizations.
This document analyzes the impact of corporate social responsibility performance on systematic risk in listed companies in China's financial industry. It uses quantile regression and ordinary least squares regression to examine the relationship between corporate social responsibility performance, information disclosure, and systematic risk. The results show that information disclosure can reduce systematic risk, especially for high-risk companies. Corporate social responsibility has a deferred effect in reducing systematic risk for low-risk companies, as long as performance is maintained above previous levels. The document recommends that companies actively disclose sustainability reports, disclose information regularly and continuously, and maintain corporate social responsibility performance above previous levels to effectively reduce systematic risk.
ethical and social enviroment of an organizations junaid
This document provides an overview of principles of management related to the ethical and social environment of organizations. It discusses key topics such as the meaning of ethics, how ethics relates to management and is formed within organizations, managing ethical behaviors, and the social responsibilities of organizations. The document also examines how businesses and government influence each other through both direct and indirect regulation, lobbying, political action committees, and personal contacts. Finally, it outlines formal and informal dimensions for managing an organization's social responsibilities through legal and ethical compliance, philanthropic giving, organizational culture, leadership, and whistleblowing policies.
Public and private organizations exist on a continuum, with few clear distinctions. Research finds government organizations are not inherently more bureaucratic. While purposes differ, functions can be similar regardless of public or private label. Defining characteristics depend on context. Public organizations aim to further public values but face challenges in representing diffuse public preferences.
The document discusses the importance of considering social, political, and economic contexts (SPE contexts) in public relations. It argues that public relations efforts should give equal priority to the needs of external publics as the client organization. Issue management focuses more on how external issues and contexts affect the client organization, while the SPE approach advocates a more symmetric approach. The document presents six case studies of research projects conducted for various clients that analyzed SPE contexts through literature reviews, interviews, focus groups, and other methods. Each case study chapter describes the research methodology, findings, and implications for specific actions or policies.
This document discusses equality and inclusion of LGBT employees in the modern American workplace. It argues that businesses are increasingly recognizing LGBT individuals as important stakeholders. Treating all employees, including LGBT employees, with dignity and respect promotes diversity, inclusion, and employee engagement, which benefits businesses. The document reviews concepts like corporate social responsibility and cites research showing that inclusive policies do not negatively impact businesses and may provide financial benefits. It also discusses the history of LGBT rights and legal protections in the workplace.
This document discusses industrial relations and trade unions in three paragraphs:
1) It provides background on industrial relations in the UK, noting that trade union membership makes up 24.7% of the workforce on average, but is higher in the public sector. There are estimated to be 6.5 million trade union members in the UK, though membership has declined since the 1980s and 1990s.
2) It examines problems faced by trade unions in India, such as uneven growth across sectors, small size and weak financial positions of most unions, and political and employer interference.
3) It suggests measures to strengthen trade unions, like encouraging one union per industry, training union workers, expanding membership, making unions independent of political
This document discusses a study that examines whether human resource practices mediate the relationship between corporate governance principles and business performance in Turkey. The study surveyed 304 managers and analyzed the data using SPSS. The results concluded that human resource practices do have a mediating effect on how corporate governance principles impact business performance. This provides important insights for companies looking to adopt corporate governance principles by helping them restructure their human resource practices.
Micro, Small, and Medium Sized Enterprises’ (MSMEs) Participation in Peacebui...Dr. Amarjeet Singh
The academic literature has provided substantial
amount of suggestions on broad concepts of business fostering
peace in the community just by doing its operations properly.
However, many could contend if these businesses could be
urged to perform larger roles as agents for peace.
Consequently, the desire to have businesses, particularly the
Micro, Small and Medium Enterprise (MSME), to act as key
players in peacebuilding largely depends on the understanding
of what could motivate them in acting such key role and what
could possibly hinder them in doing the same. Thus, this study
is an exploration of the motivators and challenges of MSMEs
in acting as main agents for peacebuilding. The study utilized
a descriptive research design involving thirty conveniently
sampled MSMEs in Butuan City, Philippines. A researchermade questionnaire was used as data gathering tool. A
multivariate analysis was done to analyse the effect of
participation and perceived risk in the identified motivators
and barriers. The results of the study revealed thatinternal
motivators are the greatest motivators in acting for peace.In
addition, financial and political reasons are strong barriers for
MSMEs to participate in peacebuilding. Finally, the study
found that Level of Perceived Risk and Participation
significantly affects the type of motivators and barriers
MSMEs face in peacebuilding movements.
This document discusses several topics related to organizational behavior. It begins by examining the significance of organizational behavior, noting its focus on understanding employee behavior to improve organizational effectiveness.
It then examines reasons for group formation, including personal characteristics, opportunity for interaction, common interests/goals, and the influence/power of groups.
Next, it critically examines McGregor's Theory X and Theory Y of human motivation, contrasting their assumptions about internal motivation, attitudes towards work, control/authority, and leadership styles.
It concludes by defining organizational change as a strategy to improve administrative, social, and technical management in response to environmental changes. It also discusses the concept of organization development, which incorporates changes through management development/training
This document outlines the key topics and learning outcomes covered in Chapter 5 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses social responsibility and managerial ethics. It covers concepts such as social responsibility, green management, factors that influence ethical behavior, and how managers can encourage ethical conduct within their organizations. Specific strategies are provided, such as developing codes of ethics and providing ethics training. The role of social entrepreneurs is also mentioned.
The document summarizes a research paper on environmental regulation in the presence of asymmetric information. It discusses:
1) A model with a firm, regulatory agency, and regulator, where the firm has private information about its costs and the agency can be influenced by interest groups.
2) The objective of maximizing social welfare by setting pollution levels and firm output/prices while dealing with asymmetric information.
3) How interest groups like environmentalists or industry lobbyists could influence the agency and distort the optimal regulatory outcome.
4) The welfare functions of consumers, firms, agencies and regulators that are used to analyze regulatory policies under symmetric and asymmetric information scenarios.
What is organizational citizenship behavior (autosaved)Shashwat Shankar
Organizational Citizenship Behavior (OCB) refers to discretionary behaviors by employees that are not required as part of their job but benefit the organization. These behaviors include altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. Research found OCB to be positively related across manufacturing, banking, and IT organizations and that strengthening organizational culture can foster OCB. Perceptions of job insecurity may encourage behaviors intended to appear beneficial to the organization but that could be unethical. HR managers should be aware of this risk for employees feeling insecure.
The document discusses various approaches to human resource development (HRD), including the paternalistic approach, human resources development approach, human capital approach, social psychological approach, poverty alleviation approach, motivational approach, creativity approach, and inputs approach. It also explains the relationships between line and staff in an organization, describing how line executives have power of command while staff serves as counselors. Finally, it discusses workers training, including various training methods like on-the-job training, off-the-job training, apprenticeship training, vestibule training, internship training, and learner training.
1. Industrial conflicts arise due to divergent interests between management and employees over issues like wages, working conditions, and production goals.
2. Conflicts can manifest through organized actions like strikes and lockouts or unorganized ways like slowdowns and sabotage.
3. The main causes of conflicts in Indian industries are issues related to wages, bonuses, personnel matters, retrenchment, leaves and working hours. Major conflicts have taken the form of strikes and lockouts, which have consequences for all involved parties.
This document outlines several approaches to industrial relations including psychological, sociological, human relations, Gandhian, human resource management, action theory, unitary, pluralist, Marxist/radical, Weber's social action, socio-ethical, and Oxford approaches. It provides more detail on the psychological, sociological, and human resource management approaches. The psychological approach examines the perceptions and attitudes of union leaders and executives. The sociological approach looks at sociological factors that shape industrial relations. The human resource management approach recognizes that workers want various freedoms and that treating them as objects can increase tensions in the workplace.
Evaluate the implication of conventional bureaucracy and new public managemen...hafsa317
The document discusses conventional bureaucracy and the new public management (NPM) approach and their implications for public policy implementation. Conventional bureaucracy is characterized by hierarchy, career administrators influencing policymaking, and policies being less public than in legislatures. NPM emerged in the 1980s and uses private sector techniques in the public sector, shifting the focus from administration to management, service delivery, and making public services more responsive to citizens and politicians. NPM advocates privatization and private sector provision of public goods and services where possible. It has also driven reforms to public employment systems and professional norms in public service.
The document discusses the organizational environment and how organizations adapt to their environments. It defines the organizational environment as consisting of internal and external factors. The external environment includes the general environment of broader societal forces and the task environment of specific stakeholders that directly influence the organization. The internal environment comprises owners, management, employees, and culture. Organizations must acquire resources and deliver value to customers while adapting strategies in response to their environments through information management, strategic responses, structural flexibility, and even direct influence on external stakeholders.
This document discusses several approaches to understanding industrial relations, including the psychological, sociological, human relations, Gandhian, and human resource management approaches. It also examines the unitary, pluralist, and Marxist/radical approaches. Several forms of industrial disputes are mentioned, along with causes of disputes and methods for preventing and settling disputes, including voluntary methods, government machinery, and statutory measures.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Stakeholders are people or groups that are impacted by policies and have a stake in their outcomes. They can influence policymaking and include groups like citizens, employees, communities, and organizations. It is important for policymakers to consider stakeholders because their approval determines the success or failure of policies. Policymakers craft policies to appeal to influential stakeholders in order to gain support and stay in office. An ideal relationship involves stakeholders providing input to policymaking, but realistically they must lobby, protest, or rally to ensure their voices are heard. Properly analyzing and managing stakeholders is crucial for developing effective public policy.
The approaches & theories of i rppt dr. kokilakokilasaxena
Industrial relations encompasses processes regulating workplace relations between employers, employees and their representatives. It includes interactions between individuals in workplaces where employees provide labor in exchange for employer rewards, as well as institutions governing workplace relations. Approaches to defining industrial relations include viewing it as consisting of institutions establishing rules, social psychological interactions, or being influenced by class divisions in capitalism. Theories of industrial relations include human relations theory prioritizing workers' needs, systems theory analyzing industrial relations' actors and rules, and labor process theory arguing that technology diminishes workers' control and autonomy.
Causes and Identification of Employees’ Politics and its Impact on Performanc...Avinash Advani
This is International Publication which is presented on causes and identification of employees’ politics and its impact on performance of Banking Industry in Pakistan. Here researcher emphasizes on language and caste, experience and position, cultural animosity, religious lobbies, gender discrimination and referral employment. As employees’ politics plays an essential role for an organization and it exists in almost every organization so its impact on the whole workforce can be identified in this research particularly in the UBL, Askari Bank Limited, ABL and generally in Pakistan banking industry. Authoritative power is a major factor that cannot be rejected in any organization and it is key force of any industry. This research is based on the quantitative research. The primary data has been gathered through survey method. Descriptive statistics is used and seven hypotheses are tested. Sample is gathered through simple random sampling method out of target population of 160. The findings entails that there should be focused on Standardize Human Resource Management (right person should be posted to the job, bracing courses, conducting orientation on emerging banking and problem solving). Further administration should conduct the meetings with employees and resolve their problems and also there should be transparency and merit system observed in all matters.
Office politics and backstabbing are common issues that can be dealt with through several steps:
1. Focus on job performance and showcase results to the right people.
2. Directly address issues with individuals, or discuss problems with management if the person is not receptive.
3. Maintain a professional demeanor and build rapport with colleagues and management to overcome illegitimate political behavior.
The document discusses different types of paternalistic policies that governments use to influence individual behaviors for the individuals' own good. It outlines policies that ban or regulate certain risky behaviors like smoking, policies that tax behaviors like tobacco, and libertarian paternalism policies that aim to nudge people's choices through subtle influences like default options. It considers justifications for paternalism around failures of individual autonomy, reasoning, and ends. It also differentiates between types of paternalistic interventions such as providing information, regulation, subsidies, and taxes.
The document discusses the importance of considering social, political, and economic contexts (SPE contexts) in public relations. It argues that public relations efforts should give equal priority to the needs of external publics as the client organization. Issue management focuses more on how external issues and contexts affect the client organization, while the SPE approach advocates a more symmetric approach. The document presents six case studies of research projects conducted for various clients that analyzed SPE contexts through literature reviews, interviews, focus groups, and other methods. Each case study chapter describes the research methodology, findings, and implications for specific actions or policies.
This document discusses equality and inclusion of LGBT employees in the modern American workplace. It argues that businesses are increasingly recognizing LGBT individuals as important stakeholders. Treating all employees, including LGBT employees, with dignity and respect promotes diversity, inclusion, and employee engagement, which benefits businesses. The document reviews concepts like corporate social responsibility and cites research showing that inclusive policies do not negatively impact businesses and may provide financial benefits. It also discusses the history of LGBT rights and legal protections in the workplace.
This document discusses industrial relations and trade unions in three paragraphs:
1) It provides background on industrial relations in the UK, noting that trade union membership makes up 24.7% of the workforce on average, but is higher in the public sector. There are estimated to be 6.5 million trade union members in the UK, though membership has declined since the 1980s and 1990s.
2) It examines problems faced by trade unions in India, such as uneven growth across sectors, small size and weak financial positions of most unions, and political and employer interference.
3) It suggests measures to strengthen trade unions, like encouraging one union per industry, training union workers, expanding membership, making unions independent of political
This document discusses a study that examines whether human resource practices mediate the relationship between corporate governance principles and business performance in Turkey. The study surveyed 304 managers and analyzed the data using SPSS. The results concluded that human resource practices do have a mediating effect on how corporate governance principles impact business performance. This provides important insights for companies looking to adopt corporate governance principles by helping them restructure their human resource practices.
Micro, Small, and Medium Sized Enterprises’ (MSMEs) Participation in Peacebui...Dr. Amarjeet Singh
The academic literature has provided substantial
amount of suggestions on broad concepts of business fostering
peace in the community just by doing its operations properly.
However, many could contend if these businesses could be
urged to perform larger roles as agents for peace.
Consequently, the desire to have businesses, particularly the
Micro, Small and Medium Enterprise (MSME), to act as key
players in peacebuilding largely depends on the understanding
of what could motivate them in acting such key role and what
could possibly hinder them in doing the same. Thus, this study
is an exploration of the motivators and challenges of MSMEs
in acting as main agents for peacebuilding. The study utilized
a descriptive research design involving thirty conveniently
sampled MSMEs in Butuan City, Philippines. A researchermade questionnaire was used as data gathering tool. A
multivariate analysis was done to analyse the effect of
participation and perceived risk in the identified motivators
and barriers. The results of the study revealed thatinternal
motivators are the greatest motivators in acting for peace.In
addition, financial and political reasons are strong barriers for
MSMEs to participate in peacebuilding. Finally, the study
found that Level of Perceived Risk and Participation
significantly affects the type of motivators and barriers
MSMEs face in peacebuilding movements.
This document discusses several topics related to organizational behavior. It begins by examining the significance of organizational behavior, noting its focus on understanding employee behavior to improve organizational effectiveness.
It then examines reasons for group formation, including personal characteristics, opportunity for interaction, common interests/goals, and the influence/power of groups.
Next, it critically examines McGregor's Theory X and Theory Y of human motivation, contrasting their assumptions about internal motivation, attitudes towards work, control/authority, and leadership styles.
It concludes by defining organizational change as a strategy to improve administrative, social, and technical management in response to environmental changes. It also discusses the concept of organization development, which incorporates changes through management development/training
This document outlines the key topics and learning outcomes covered in Chapter 5 of the textbook "Management" by Stephen P. Robbins and Mary Coulter. The chapter discusses social responsibility and managerial ethics. It covers concepts such as social responsibility, green management, factors that influence ethical behavior, and how managers can encourage ethical conduct within their organizations. Specific strategies are provided, such as developing codes of ethics and providing ethics training. The role of social entrepreneurs is also mentioned.
The document summarizes a research paper on environmental regulation in the presence of asymmetric information. It discusses:
1) A model with a firm, regulatory agency, and regulator, where the firm has private information about its costs and the agency can be influenced by interest groups.
2) The objective of maximizing social welfare by setting pollution levels and firm output/prices while dealing with asymmetric information.
3) How interest groups like environmentalists or industry lobbyists could influence the agency and distort the optimal regulatory outcome.
4) The welfare functions of consumers, firms, agencies and regulators that are used to analyze regulatory policies under symmetric and asymmetric information scenarios.
What is organizational citizenship behavior (autosaved)Shashwat Shankar
Organizational Citizenship Behavior (OCB) refers to discretionary behaviors by employees that are not required as part of their job but benefit the organization. These behaviors include altruism, courtesy, sportsmanship, conscientiousness, and civic virtue. Research found OCB to be positively related across manufacturing, banking, and IT organizations and that strengthening organizational culture can foster OCB. Perceptions of job insecurity may encourage behaviors intended to appear beneficial to the organization but that could be unethical. HR managers should be aware of this risk for employees feeling insecure.
The document discusses various approaches to human resource development (HRD), including the paternalistic approach, human resources development approach, human capital approach, social psychological approach, poverty alleviation approach, motivational approach, creativity approach, and inputs approach. It also explains the relationships between line and staff in an organization, describing how line executives have power of command while staff serves as counselors. Finally, it discusses workers training, including various training methods like on-the-job training, off-the-job training, apprenticeship training, vestibule training, internship training, and learner training.
1. Industrial conflicts arise due to divergent interests between management and employees over issues like wages, working conditions, and production goals.
2. Conflicts can manifest through organized actions like strikes and lockouts or unorganized ways like slowdowns and sabotage.
3. The main causes of conflicts in Indian industries are issues related to wages, bonuses, personnel matters, retrenchment, leaves and working hours. Major conflicts have taken the form of strikes and lockouts, which have consequences for all involved parties.
This document outlines several approaches to industrial relations including psychological, sociological, human relations, Gandhian, human resource management, action theory, unitary, pluralist, Marxist/radical, Weber's social action, socio-ethical, and Oxford approaches. It provides more detail on the psychological, sociological, and human resource management approaches. The psychological approach examines the perceptions and attitudes of union leaders and executives. The sociological approach looks at sociological factors that shape industrial relations. The human resource management approach recognizes that workers want various freedoms and that treating them as objects can increase tensions in the workplace.
Evaluate the implication of conventional bureaucracy and new public managemen...hafsa317
The document discusses conventional bureaucracy and the new public management (NPM) approach and their implications for public policy implementation. Conventional bureaucracy is characterized by hierarchy, career administrators influencing policymaking, and policies being less public than in legislatures. NPM emerged in the 1980s and uses private sector techniques in the public sector, shifting the focus from administration to management, service delivery, and making public services more responsive to citizens and politicians. NPM advocates privatization and private sector provision of public goods and services where possible. It has also driven reforms to public employment systems and professional norms in public service.
The document discusses the organizational environment and how organizations adapt to their environments. It defines the organizational environment as consisting of internal and external factors. The external environment includes the general environment of broader societal forces and the task environment of specific stakeholders that directly influence the organization. The internal environment comprises owners, management, employees, and culture. Organizations must acquire resources and deliver value to customers while adapting strategies in response to their environments through information management, strategic responses, structural flexibility, and even direct influence on external stakeholders.
This document discusses several approaches to understanding industrial relations, including the psychological, sociological, human relations, Gandhian, and human resource management approaches. It also examines the unitary, pluralist, and Marxist/radical approaches. Several forms of industrial disputes are mentioned, along with causes of disputes and methods for preventing and settling disputes, including voluntary methods, government machinery, and statutory measures.
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Stakeholders are people or groups that are impacted by policies and have a stake in their outcomes. They can influence policymaking and include groups like citizens, employees, communities, and organizations. It is important for policymakers to consider stakeholders because their approval determines the success or failure of policies. Policymakers craft policies to appeal to influential stakeholders in order to gain support and stay in office. An ideal relationship involves stakeholders providing input to policymaking, but realistically they must lobby, protest, or rally to ensure their voices are heard. Properly analyzing and managing stakeholders is crucial for developing effective public policy.
The approaches & theories of i rppt dr. kokilakokilasaxena
Industrial relations encompasses processes regulating workplace relations between employers, employees and their representatives. It includes interactions between individuals in workplaces where employees provide labor in exchange for employer rewards, as well as institutions governing workplace relations. Approaches to defining industrial relations include viewing it as consisting of institutions establishing rules, social psychological interactions, or being influenced by class divisions in capitalism. Theories of industrial relations include human relations theory prioritizing workers' needs, systems theory analyzing industrial relations' actors and rules, and labor process theory arguing that technology diminishes workers' control and autonomy.
Causes and Identification of Employees’ Politics and its Impact on Performanc...Avinash Advani
This is International Publication which is presented on causes and identification of employees’ politics and its impact on performance of Banking Industry in Pakistan. Here researcher emphasizes on language and caste, experience and position, cultural animosity, religious lobbies, gender discrimination and referral employment. As employees’ politics plays an essential role for an organization and it exists in almost every organization so its impact on the whole workforce can be identified in this research particularly in the UBL, Askari Bank Limited, ABL and generally in Pakistan banking industry. Authoritative power is a major factor that cannot be rejected in any organization and it is key force of any industry. This research is based on the quantitative research. The primary data has been gathered through survey method. Descriptive statistics is used and seven hypotheses are tested. Sample is gathered through simple random sampling method out of target population of 160. The findings entails that there should be focused on Standardize Human Resource Management (right person should be posted to the job, bracing courses, conducting orientation on emerging banking and problem solving). Further administration should conduct the meetings with employees and resolve their problems and also there should be transparency and merit system observed in all matters.
Office politics and backstabbing are common issues that can be dealt with through several steps:
1. Focus on job performance and showcase results to the right people.
2. Directly address issues with individuals, or discuss problems with management if the person is not receptive.
3. Maintain a professional demeanor and build rapport with colleagues and management to overcome illegitimate political behavior.
The document discusses different types of paternalistic policies that governments use to influence individual behaviors for the individuals' own good. It outlines policies that ban or regulate certain risky behaviors like smoking, policies that tax behaviors like tobacco, and libertarian paternalism policies that aim to nudge people's choices through subtle influences like default options. It considers justifications for paternalism around failures of individual autonomy, reasoning, and ends. It also differentiates between types of paternalistic interventions such as providing information, regulation, subsidies, and taxes.
The document discusses different perspectives on what politics is. It begins by describing the traditional view of politics as the art of government, referring to its origins in Ancient Greek city-states and definitions that see it as concerning the state and machinery of government. However, it also notes that politics occurs in all areas of social life, not just within government. The document goes on to discuss politics as involving public and authoritative decision-making that binds groups of people, though some decisions remain private. While a narrow view of politics limits it to government institutions, the reality is more complex.
We can use political leadership dynamics to understand and model leadership in private sector organizations. A paper written for my master's-level project management course.
This document discusses power and politics in organizations. It defines power as the ability to influence others and get them to do something they otherwise would not. The sources of power include physical power, resource power from controlling valued resources, position power from one's formal role, expert power from special expertise, personal power or charisma, and negative power to disrupt. Unseen methods of influencing others are through manipulating the physical and social environment, magnetism from personal qualities, and organizational politics involving activities to develop power for preferred outcomes. Organizations tend to be more political around scarce resources, ambiguous decisions and goals, complex technology, external changes, and threats to the status quo.
This document discusses a thesis submitted by Jennifer Schroeder in 2011 that examined the impact of paternalism and organizational collectivism in multinational and family-owned firms in Turkey. Specifically, the thesis investigated how company ownership type (family-owned vs multinational) affects paternalistic leadership behaviors and organizational collectivism in the Turkish workplace, and how these factors influence leader-member exchange, job satisfaction, and organizational citizenship behaviors. The study found differences between family-owned companies and multinationals on these variables and their relationships. Organizational collectivism was also found to moderate some relationships differently based on company ownership type.
This lecture discusses the relationship between politics and power. It defines power as the ability to achieve desired outcomes or influence the behavior of others according to one's own purposes. Throughout history, power has been viewed both positively and negatively. Power is positive when it empowers individuals, but negative when it involves domination over others. While power involves the ability to force one's will on others against their consent, authority requires legitimacy and voluntary compliance. The lecture explores different conceptions of power and the distinction between power and authority.
The document discusses the tension between patient autonomy and paternalism in medical decision making. It explores different models of the patient-physician relationship and how the standard for informed consent has evolved from a professional to a patient-centered standard. Key concepts are that modern healthcare prioritizes patient autonomy, with competent adults having the right to refuse treatment, though some question if this has been taken too far in cases demanding futile care or pregnant women refusing testing.
This document discusses cultural dimensions in different countries including Sweden, Brazil, Chile, and Uruguay based on research by Hofstede. It then provides observations about expatriates working in India, noting most come from countries that invest heavily in India like the US, UK, and Germany. Expatriates tend to be based in major cities and hold senior management roles. Motivation strategies must be culturally sensitive in India, where respect, loyalty, and a strong relationship with supervisors are valued. Research by Hofstede found India scores high in areas associated with high-achieving societies.
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This document summarizes Geert Hofstede's model of cultural dimensions and how it was developed based on prior conceptual work. It discusses how earlier researchers proposed dimensions to classify cultures but had weaknesses in clearly defining levels of analysis. Hofstede's model improved on this by focusing only on national cultures and empirically identifying dimensions. It describes some of the dimensions proposed by earlier researchers that influenced Hofstede, such as individualism-collectivism and power distance. Hofstede's study validated three dimensions identified in an earlier review as being consistently identified in studies of national character: relation to authority, conception of self, and ways of dealing with primary dilemmas.
1. Geert Hofstede is a Dutch social psychologist who conducted a landmark study on how values in the workplace are influenced by culture.
2. He studied over 100,000 questionnaires collected from IBM employees working in over 70 countries and identified four dimensions along which cultural values can vary: power distance, individualism, masculinity, and uncertainty avoidance.
3. Hofstede's model is widely used to understand national and regional cultural differences and their impact on work-related values and behavior. While criticized for some limitations, it remains highly influential in cross-cultural research.
PowerPoint developed for a series of lectures on Conservatism and delivered to PS 240 Introduction to Political Theory, Spring 2007 at the University of Kentucky by Dr. Christopher S. Rice, Instructor.
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Organizational Commitment in relation to Organizational Politics: A study on ...inventionjournals
The root objective behind this study is to explore the relation between organizational commitment
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Additionally, this relation does not found to be correlated in case of both female and their male counterparts.
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The rise of nationalism poses a threat to globalization and the set of values that the international community has sought to develop in the past. The election of President Donald Trump and Brexit threatened the neoliberal agenda that has promoted free enterprise and globalization. Understanding the rise of nationalism provides an effective instrument for identifying effective intervention measures. ( 400 words with space) and ( 343 words with no space )
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The election of President Donald J Trump and Brexit have highlighted the resurgence of nationalism in the modern society as workers who are anxious about the effects of globalization on their employment chances turn on outsiders. In addition, the strong performance of Marine Le Pin in the presidential election in France and the resurgence of nationalist parties in Eastern Europe have increased the anxiety of stakeholders about the rise of nationalism and its implications for the society.
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The rise of nationalism
Introduction
The rise of nationalism poses a threat to globalization and the set of values that the international community has sought to develop in the past. The election of President Donald Trump and Brexit threatened the neoliberal agenda that has promoted free enterprise and globalization. Understanding the rise of nationalism provides an effective instrument for identifying effective intervention measures.
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The Relationship between Organizational Politics, Job Satisfaction and Turnov...ijtsrd
The study aimed to examine the relationship between organizational politics, employee's job satisfaction and turnover intention in the public maritime-related agencies in the east coast of Peninsular Malaysia. The study utilized cross sectional research design. An enumeration of entire population census was conducted on 140 employees from Royal Malaysian Custom and Department of Fisheries in Terengganu. Data for the study were collected through questionnaire. 140 set of questionnaire were distributed and 109 copies were returned. Preliminary analyses were performed to ensure violation of assumptions of normality, linearity and homogeneity which enables us to analyze the data with the aid of Statistical Package for Social Science SPSS and SmartPLS softwares. The findings revealed a significant association between organizational politics, employee's job satisfaction and turnover intention. The study therefore recommended that the agencies should actively focus on positive political behavior that will fuel workers' job satisfaction and they should ensure proper pay structure including pay performance and other bonuses that will lead to employee job satisfaction and reduce turnover intention. Finally, the findings of this study could assist the public maritime-related agencies in the area of organizational politics that would promote employee job satisfaction. Juhaizi Mohd Yusof | Siti Nur 'Atikah Zulkiffli | Siti Falindah Padlee | Nurul Ayuni Yusof "The Relationship between Organizational Politics, Job Satisfaction and Turnover Intention in the Maritime- Related Agencies in the East Coast of Peninsular Malaysia" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-3 | Issue-1 , December 2018, URL: http://www.ijtsrd.com/papers/ijtsrd20216.pdf
http://www.ijtsrd.com/management/organizational-behaviour/20216/the-relationship-between-organizational-politics-job-satisfaction-and-turnover-intention-in-the-maritime--related-agencies-in-the-east-coast-of-peninsular-malaysia/juhaizi-mohd-yusof
Relationship between performance appraisal politics, organizational commitmen...Alexander Decker
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This study examines the impact of ethical leadership on employee job satisfaction and organizational commitment in Chinese public sector organizations. It hypothesizes that ethical leadership positively relates to both employee attitudes, and that this relationship is mediated by psychological empowerment. The researchers surveyed 467 public sector employees over three time periods to test these relationships using confirmatory factor analysis and structural equation modeling. The results found that ethical leadership positively impacts job satisfaction and affective commitment, and that psychological empowerment fully mediates the relationship between ethical leadership and affective commitment, and partially mediates the relationship between ethical leadership and job satisfaction. This contributes to understanding how ethical leadership influences employees through psychological empowerment.
This document summarizes a research study that examined how the level of fraud, level of friendship, and perception of organizational support influence students' interest in becoming whistleblowers. The study used an experimental design and surveyed 78 students. The results showed that higher levels of fraud increased students' interest in whistleblowing, while friendship level did not affect interest. Perception of organizational support also did not moderate the relationship between fraud/friendship levels and whistleblowing interest. The study aimed to provide insights into designing effective whistleblowing policies and systems.
Running Head IndustrialOrganizational Psychology .docxinfantkimber
Running Head: Industrial/Organizational Psychology 1
Industrial/Organizational Psychology 7
Industrial/Organizational Psychology
Christina Washek
Dr. Michelle Vallie
PSYC 495
4 April 2020
Introduction
Organizational psychology is the usage of a person’s psychological knowledge to explain their work. The aim is to improve job satisfaction among the workers and to increase their productivity while ensuring that any issues in the organization are solved by promoting a healthy working environment. The issues in the organization are addressed using facts to ensure that the decisions made are beneficial to the involved parties.
Many aspects are considered in one’s working relationship that is from the employer’s point of view, the employee, and any external factors that enable work to be done in the organization. Therefore, psychology is a crucial subject as it benefits both the organization and individuals in the environment, ensuring that there is an optimal surrounding. The environment should be clear that productivity, efficiency, and the wellbeing of the employees are supported.
Organizational psychology covers a wide spectrum, which is from the time a person starts to work in the organization up to when they retire. The purpose of this essay is to analyze organizational psychology, the history, theories, and the relationship it has with other areas, among other considerations. Also, a study is done on how human resource management is incorporated into the organizational setup.
History of Organizational psychology
It is an academic discipline, and the area of practice has become more and more useful in the working life of individuals in organizations and creating a proper work environment. This is a field that involves the identification of issues in an organization, obtaining the effects, and finding solutions for the problems using data obtained for research. The main focus is on the attitude and behavior of individuals in the workplace. Some important outcomes that are required out of an employee from psychology are; understanding the attitude of the employee and controlling their behavior.
Organizational psychology is made up of two pillars. One of the pillars is fitting a man to the job, and the other is fitting the job to a man. The first pillar implies that an individual needs to attain the skills and knowledge required for the task in the organization while the second pillar implies that the job is designed in a way that the individual assigned the task can manage it without difficulties. The job can have tolls and equipment necessary to handle the task that cannot be handled by the use of hands.
Industrial and organizational psychology comes in from the fact that there was a need to understand individu ...
Running Head FOUR-FRAME MODEL 1FOUR-FRAME MODEL7Fou.docxcowinhelen
Running Head: FOUR-FRAME MODEL
1
FOUR-FRAME MODEL
7
Four Frame Model
Rubin Wilkins
Module 5 Assignment 2
Argosy University Los Angeles
Professor: Dale Mancini
February 15, 2017
Four-frame Model
Introduction
Bolman and Deal synthesized the foregoing leadership theory into four contemporary cognitive perspectives which they further organized into frames to assist leaders in the decision-making process in relation to each individual situation. It was their understanding that the use of such frames would assist leaders in analyzing respective events in a different manner and perspective. In essence, they provide ‘windows’ that enhance the leaders’ to have a broader understanding of the challenges being faced by the organization and solutions that are potentially available. This insightful piece therefore proceeds to help in understanding the frames.
The Four-Frame Model of leadership is a creation stemming from the meshing of various organizational theories to form a wide-encompassing one. These consolidated theories include; the trait theory, power and influence theory, situational and contingency theory, and the behavioral theory (Bateman, 2007). They have been developed over a span of many years. The multiple perspectives emanating from the various theoretical underpinnings are the ones termed as frames by the two theorists; through which an organization is viewed by the leaders and other related persons. These ‘windows’ further operate to bring an organization into focus and subsequently serve as filters which offer the leaders order and assist them in making decisions. Furthermore, the frames comprise of the structural frame, human resource frame, political frame and the symbolic frame. Each individual frame represents a perspective
accompanied by its own assumptions and attributes.
The structural frame is used in viewing the world from an orderly point of view furnished with a multiplicity of rules and procedures. The human resource frame then comes in to assume that goals are best achieved through the meeting of organization members’ needs and fully appreciating the workforce as fundamental part of the organization. The political frame appertains to the conflicts, alliances and bartering of respective parties to properly use and allocate the scares resources owned by and charged to the organization. Finally, symbolic frame relates to the issues of culture, symbols and rituals of an organization as opposed to the established rules and procedures.
Theme among articles
Song, Kim and Kolb (2009) set out to research on the effect of learning an organization’s culture and the established linkage between interpersonal trust and the general commitment to an organization. The sample used in this study was primarily obtained from various employees working to conglomerate entities of Korea. Resultantly, it was established that learning an organization’s culture worked as a mediating factor in the explanation of associations betwe ...
Modernism And Symbolic-Interpretivism Theory &Amp;...Carla Jardine
This document discusses organizational theory and provides a case study on Ryanair airline. It begins with an introduction to Ryanair, noting it was founded in 1985 and has grown significantly over the years under CEO Michael O'Leary. It adopts a low-cost leadership strategy. The document then analyzes Ryanair's organizational structure, finding it uses a centralized, functional structure with a tall hierarchy. Michael O'Leary maintains direct control over key departments as CEO. This structure allows Ryanair to effectively pursue its low-cost strategy through tight cost control from the top-down.
This document provides an introduction to the research topic of perceived organizational politics and employee silence with superior trust as a moderator. It discusses key concepts such as organizational politics, perceived organizational politics, dimensions of perceived organizational politics, outcomes of organizational politics, employee silence, dimensions of employee silence, and trust. The introduction presents definitions and background information on these topics to set up the research study that will be conducted on this issue in select banks in Northern India.
This document discusses various aspects of organizational behavior. It defines organizational behavior as observing individual and group behavior in response to others. It identifies three levels of organizational behavior - individual, group, and organizational. There are two fundamental components that influence organizational behavior: the nature of people and the nature of the organization. Key aspects that influence organizational behavior are people, structure, interactive behavior, social systems, technology, and the environment.
This study was conducted with the aim of examining the effects of organizational
politics (OP) and emotional intelligence (EI) on Affective commitment..Cluster sampling
technique was used to select three public universities which is found in Amhara
region,Ethiopia.The participants(n=332) was selected from these public universities
using simple random sampling technique.The statistical analysis method includes
descriptive statistics and structural equation modelling(SEM) .IBM SPSS AMOS 23
software was employed for testing the hypotheses using the collected data from the
respondents at a particular point of time.To measure the relation that exists between the
independent and dependent variables this study employs self-reporting questionnaire
based on five point likert scale.The result of the study shows that perceptions of
organizational politics and Emotional intelligence predict affective commitment
negatively and positively respectively
11.impact of organizational justice on organizational effectivenessAlexander Decker
This document summarizes a research paper that examines the impact of organizational justice on organizational effectiveness. It begins by defining organizational justice and distinguishing between its two main forms: distributive justice and procedural justice. It then reviews several studies that found positive relationships between perceptions of organizational justice and factors like job satisfaction and organizational commitment, which are indirectly linked to organizational effectiveness. The document concludes that promoting fairness in procedures and outcomes can increase employee performance and commitment, which are key to effective organizations. It identifies the need for more longitudinal research directly examining the relationship between organizational justice and effectiveness.
Impact of organizational justice on organizational effectivenessAlexander Decker
This document summarizes a research paper that examines the impact of organizational justice on organizational effectiveness. It begins by defining organizational justice and distinguishing between its two main forms: distributive justice and procedural justice. It then reviews several studies that found positive relationships between perceptions of organizational justice and factors like job satisfaction and organizational commitment, which are indirectly linked to organizational effectiveness. The document concludes that promoting fairness in procedures and outcomes can increase employee performance and commitment, which are key to effective organizations. It identifies the need for more longitudinal research directly examining the relationship between organizational justice and effectiveness.
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Assessment of factors responsible for organizational politics
1. Journal of Educational Policy and
Entrepreneurial Research (JEPER) www.iiste.org
Vol.1, N0.2, October 2014. Pp 94-98
94
http://www.iiste.org/Journals/index.php/JEPER/index Ogwuche Chinelo Helen Ene
Assessment of Factors Responsible for Organizational Politics
and Its Implications in the Workplace
Ogwuche Chinelo Helen Ene
Industrial Psychology, Postgraduate School, Benue State University Makurdi
chineloogwuche@gmail.com
Abstract
This seminar paper examined factors responsible for organizational politics and its implications in the
workplace. A critical review of previous researches on organizational politics revealed that every organization
has a unique political landscape and that quest for equality; promotion and power tussle in organization remain
the major factors that incubate and hatch politics in workplace.It was also deduced that political storm in an
organization affects both the individual employees and the organization negatively. It was therefore concluded
that organizational politics is counter-productive work behaviour and must be minimized to the barest
minimum. Based on these findings,it was therefore recommended that both management and employees should
set aside their personal interest whiles at the work place. Also, management and employees should have good
interpersonal relationship so as to identify the needs of employees and provide them in order to create a
peaceful environment, prevent division and conflict between management and employees. Furthermore, the
bureaucracy in an organization’s political system can be like that of a government agency. Therefore, for a
manager to get his ideas implemented he needs to be part of the political process. More importantly,
organizations should create committees to conduct research before taking important organizational decisions.
Above all, teamwork and employee efficacy is important in order to understand the structure of the organization
and therein the politics they choose to employ.
Keywords: Psychology, Politics, Workplace, Organization
Introduction
Employees are the back bone and valuable assets for any organization. Organization will focus on the
performance of the employees and the factors which will directly and indirectly affect the performance of the
employees. An important factor which affects the performance of an employee at work is perception of
organizational politics. Politics is a common phenomenon of almost every organization (Vigoda and Cohen,
2002a). It is unlikely to have a politics free organization because organizations are social entities where
employees make efforts individually and in groups for valued resources, struggle for power, involve in conflicts
and execute different influential tactics to get the benefits and serve their self interests (Molm, 1997). Therefore,
organizational politics is the severe problem which is being faced by the human resource management now a
day in both public and private sectors. Organizational politics is the pursuit of individual agendas and self-
interest in an organization without regard to their effect on the organizations efforts to achieve its goals
(McShane and Von Glinow, 2005).
Perhaps, Organizational politics is the use of power to affect decision making. It is also, when individuals have
divergent views about how resources are to be used and mobilized. How rewards are to be distributed as well as
how punishments are to be meted out. These opposing views are of a major concern to both employees and
managers as they form the major causes of political struggle for resources. The reasons are pragmatic; the
extreme forms of illegitimate political behaviour pose a real risk of losing organizational membership or
incurring extreme sanctions. Interview with experience managers shows that most people believe political
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behaviour is a major part of organizational life. Majority of the managers reported that certain level of political
behavior is both ethical and necessary, as long as it does not directly harm anyone (Kreitner and Kinicki, 2007).
Politics is described as a necessary evil and someone who never uses political behaviour will have a hard time
achieving goals. Most managers also indicated they had not been trained to use political behaviour effectively
(Robins and Judge, 2010). Organizations are made up of people with different values, goal and interest. Due to
allocation of limited resources in organization, not everyone’s interest can be satisfied. This creates competition
among members (Vigoda-Gadot, 2002).
It is an undisputable fact that, over the years organizations have battled with organizational politics and are still
putting in all possible efforts to handle this problem so as not to affect the achievement of organizational goals
and objectives (Robbins and Judge, 2010). The focus of this research is to identify and rank in the highest order
the various political factors in the selected organizations.
Conceptualizing Organizational Politics
The body of literature on organizational politics is expanding but still the research remains distorted with respect
to theory and research methodologies adopted. Despite a lot of empirical data, conceptual vagueness still exists.
Organizational politics is proved to be fact of life (Vigoda-Gadot, 2000). Regardless of the widespread
acceptance of presence of organizational politics proved by empirical research this aspect of life at workplace
remained problematic. Before 1970s organizational politics was considered as verboten in the field of
management. Organizational politics started getting attention when the concept of organizational rationality was
challenged because of the emergence of concepts like person-organization misfit, and incompatibility of
personal and organizational goals. The concept of organizational rationality was based on the idea that
individuals decide their goals by keeping in view the organizational goals and are expected to work for the
achievement of their personal goals according to the rules and regulations of the organization. But a realistic
picture of life at workplace showed the existence of conflicting goals within the organization. This existence of
conflicting goals in organizations gave birth to organizational politics.
Organizational politics has proved to be a significant part of both public and private organizations, therefore
researchers argue for the need of further investigation of the issue (Drory and Romm, 1990; DuBrin, 1988;
Mayes and Allen, 1977; Mintzberg, 1983; Parker, Dipboye, and Jackson, 1995; Pfeffer, 1981, 1992). To Zanzi
and O’Neill’s (2001) definitions of organizational politics fall into two broad categories (cited in Othman,
2008). The first is organizational politics as negative and involves self-serving and unsanctioned behavior. Such
behaviors are divisive, illegitimate, dysfunctional and conflict achieving (Gilmore et al, 1996). The second view
perceives politics in a more neutral light and accepts that it can sometimes be functional (Kumar and Ghadially,
1989). Pfeffer (1981) for instance, defined politics as a social function that can contribute to the basic
functioning of organizations.
Political Landscape in Organization
According to Bolander (2012) political landscape is a set of hierarchies that link the political players together. In
other words political landscape is what defines relationships between colleagues at a given time. Drafting of this
landscape begins with the leaders of the organization influencing the formal hierarchy; which defines the
reporting structure and indicates the political setup of the organization as it was initially intended (Bolander,
2012).
Organizational hierarchies, each with its own unique political challenges, depend on many factors of the given
organization. Said factors include organizational goals, size of the organization, number of resources available
and the type of leaders within the organization. Political landscape will change as individuals are introduced into
the organizational mix. During the process of working together an informal hierarchy is established. The main
link between individuals on a political landscape is the access to-in addition to-the flow of information. This
hierarchy can be identified by applying numerical values to relationships in proportion to how much two
individuals rate and value one another. The sum value of these relating to an individual establishes the place on
the hierarchy. Two or more people estimating relationships and merging results can produce more certain
results. People quickly realize who the boss is, whom they depend on for valuable information, and who knows
all the office gossip. It is very important to recognize where you fit in this landscape and what power and
influence you have within the organization (Bolander, 2012). It is important not only to use that power in pursuit
of the organization's goals, but also to ensure others do not abuse it. Each player in the organization has a role in
the politics that grease the wheels of getting things done.
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Factors Responsible for Organizational Politics in The Workplace
There are several factors that are responsible for organizational politics. Among these factors are:
i. Equity: Leaders have to engage in politics to achieve goals. But the litmus test should be why they use
politics. If political tactics are used to advance causes in the organization that serve to benefit everyone
equally, then they are more likely to be seen as purposeful and legitimate (Simmons, 2009). Power,
influence and politics have some effect on every member of an organization and thus on the entire
organizational unit. Based on the equity theory (Adams, 1965) and on the idea of social exchange and
social reciprocity (Blau, 1964), the motivation to perform better and the development of positive
employee attitudes and behaviours, depend on the display of similar positive attitudes and behaviours
by other four members of the organization (peers, supervisors, the management and the organizations
as a whole). Therefore, many scholars have argued that the relationship between organizational politics
and organizational outcomes is an important one that deserves careful and thorough investigation
(Ferris and Kacmar, 1991; Kacmar and Carlson, 1997; Zhou and Ferris, 1995) and one that has the
potential to enhance our understanding of multiple aspects of performance.
ii. Promotion: According to Robbins and Judge (2010) promotion decisions have consistently been found
to be one of the most political actions in organizations. The opportunity for promotion or advancement
encourages people to compete for limited resources and try to positively influence the decision outcome.
This implies that at the root of office politics is the issue of manipulation. Manipulation can be present in
any relationship where one or more of the parties involved uses indirect means to achieve their goals. In
the workplace, where resources are limited, individuals often have an incentive to achieve their goals at
the expense of their colleagues. For example, if six people apply for one promotion, they might expect
the selection to be made purely on merit. If one of the candidates were to believe that this would put them
at a disadvantage, they may use other means of coercion or influence to put themselves into an
advantageous position. When those who have fallen subject to the manipulation begin to talk to each
other directly-or when other evidence comes to light such as financial results-the manipulator will have
an explanation ready but will already be planning their exit, as they are driven to stay in control, not to
face a revelation which would expose their behaviour.
iii. Power: There is some confusion concerning the proximate terms which are often represented together
when organizational politics is discussed. The most commonly used and definitely one of the most
important synonymous is “power”. It has been widely recognized that both politics and power are
significant part of human behaviour as they affect the ability to secure one’s goals and interests in a
social system. (Vigoda, 2003).
Implications of Organizational Politics in the Workplace
The implications of organizational politics are grouped into two viz; individual and organizational
consequences.
i. Organizational level consequences: The impact of organizational politics is very critical in nature.
Political behaviours are found to have both functional and dysfunctional effects at organizational levels.
Employee involvement in organizational politics affects organizational performance, effectiveness,
decision making, and change processes within the organization (Buchanan and Badham, 2007). Studies
with narrow definition of organizational politics found it negatively related to performance of
organizations (Gotsis and Kortezi, 2010). Madison et al. (1979) found organizational performance to be
positively related to the involvement of managers in organizational politics. Managers highly involved in
organizational politics were found to be achieving goals with the help of organizational politics.
Therefore managerial involvement in organizational politics was proposed to be necessary for the
survival of the organization (Madison etal., 1979). Organizational politics is also found to be negatively
related to the employee perception about fairness and justice within the organizationalsetup and
processes (Andrews and Kacmar, 2001; Aryee, Chen, and Budhwar, 2004; Beugre and Liverpool, 2006;
Ferris etal., 1995).
ii. Individual level consequences: Positive perception about organizational politics is related to
satisfaction with job, supervisor, and work environment (Fedor, Maslyn, Farmer and Betternhausen, 2008).
Madison et al. (1979) found loss of power, and key position to be the main dysfunctional effects at individual
level consequences because of involvement in organizational politics. However stress, dissatisfaction, and
anxiety are the other dysfunctional consequences (Miller, Rutherford and Kolodinsky, 2008) of employees
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involvement in organizational politics. Individual level consequences also play very important role in the
smooth functioning and achievement of organizational goals.
Conclusion
Organizational politics are an unavoidable factor governing the work place. Organizational politics influences
organizational behaviour positively or negatively. Negative influences of organizational politicsgives rise to
hatred, suspicion, lack of trust and promote mediocrity in organization. This implies thatcompanies feel the
negative impact of organizational politics more than its positive factors. Therefore, managers should control and
coordinate activities within the organization with strategic plans towards achievement of goals and minimize
organizational politics factors. Measures should be put in place to curtail the negative effect of organizational
politics. Organizational politics when critically managed has its advantages.
Recommendations
i. Both management and employees should set aside their personal interest whiles at the work place.
ii. Management and employees should have good interpersonal relationship so as to identify the needs of
employees and provide them in order to create a peaceful environment, prevent division and conflict
between management and employees.
iii. The bureaucracy in an organizations political system can be like that of a government agency. Therefore,
for a manager to get his ideas implemented he needs to be part of the political process.
iv. Organizations should create committees to conduct research before taking important organizational
decisions.
v. Teamwork and employee efficacy is important in order to understand the structure of the organization
and therein the politics they choose to employ.
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