Ccwrs presentation v2

Developed by:
Christopher A. Bylone

Saturday, March 16, 13

Learning Objectives


Learning Objectives
 Identify the advantages in having both the
“formal” and “informal” organizations in
institutions.

 Identify the problems in having both the
“formal” and “informal” organizations in
institutions.

 Identify the “power” structure of the
institution as well more importantly how to
use this information appropriately.

Learning Objectives
 If you will walk away
with just one thing that
will be…
 Knowing that
informal
organizations are
ever present in
institutions, but more
importantly, they will
know how to use
them appropriately.

Introductory Concepts


 In any institution, there is a “formal”
organization and at least one “informal”
organization existing.

 One must identify the real “players” in the
decision-making network at an institution,
…

 80% of the people fail at a job….

 Accept that there is no campus environment

 To get ahead, you need to accept that you need
to consistently conduct a “low key, public
relations campaign” for yourself

 In the best sense, playing campus politics
means developing good “people skills”

 Those who refuse to play the campus politics
found in each campus environment will not last
long as a campus leader, or if they stay, will
never advance because they don’t “ﬁt in.”


Informal power must be
handled like dynamite:


placed carefully
and


placed carefully
and
used
sparingly.


Deﬁnition of Politics

cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001

 The [1] informal and sometimes emotion-
driven process of [2] allocating limited
resources and [3] working out goals,
decisions, and actions in an environment of
people with [4] different and competing
interests and personalities.


 [1] Informal and
sometimes emotion-
driven
 Campus politics is
separate from the formal
organizational structure
involves human
dynamics and emotions,
in addition to facts/
reason.


 [2]
Allocating limited resources
 The ultimate outcome of campus politics –
and how successes and failures are measured
– is how the organization’s resources, such as
time, money, and people, are allocated.


 [3]
Working out goals,
decisions, and actions
 The purpose of campus
politics is to work out
goals, decisions, and
actions that can turn into
reality. This often
involves negotiation,
compromise and
application of power.


 [4]
Different and competing interests and
personalities
 People have different ideas and desires about what
should be done, some based on reason and
analysis, some based on emotion or personal
agenda. Personal likes and dislikes inevitably
affect decisions.


The Informal Organization:
Principles

Cite: Litterer, J.A. (1969). Organizations: Structure and behavior. New
York: Wiley.

Principles
 Numerous informal groups exist on every
campus.
 Informal groups affect organizational
performance

York: Wiley.

Properties

York: Wiley.

Properties
 Norms
 Rewards and punishments

 Leadership
 Earned
 Changes based on group needs

 Communication
 The grapevine

York: Wiley.

Properties
 Values
 Shared values or beneﬁts

 Status
 Based on affiliation with informal group

 Membership
 Involvement in several groups within one campus

York: Wiley.

Structure

cite: http://careerlink.devx.com/articles/hc1199/
Saturday, March 16, 13 hc1199.asp

Power


Power
 Access to reliable
information
 Social contacts
 Initials on
memoranda
 Friends/Family or
Former Co-leaders
still on campus
 Romantic
Relationships: The
Now & The Yesterday


Power
 Conformity to
campus or group
norms
 Known and liked by
 many group members
 campus leaders
 administration
 Initiation of
interactions
 High external status
 High formal rank

Am I motivated
by selﬁsh needs
incompatible
with
the
organization’s
interests?


Am I motivated
by selﬁsh needs
incompatible
with
the
organization’s
interests?

YES


Am I motivated
by selﬁsh needs
incompatible
with
the
organization’s
interests?

YES

UNETHICAL


Am I motivated
by selﬁsh needs
incompatible
with NO
the
organization’s
interests?

YES

UNETHICAL


Am I motivated
by selﬁsh needs
incompatible
with NO
the
organization’s
Am I acting
interests?
fairly and
honestly?
YES

UNETHICAL


Am I motivated
by selﬁsh needs
incompatible
with NO
the
organization’s
Am I acting
interests?
fairly and
honestly?
YES
NO

UNETHICAL


Am I motivated
by selﬁsh needs
incompatible
with NO
the
organization’s
Am I acting
interests?
fairly and
honestly?
YES
NO YES

UNETHICAL


Am I motivated
by selﬁsh needs
incompatible
with NO
the
organization’s
Am I acting
interests?
fairly and
honestly?
YES
NO YES

Am I respecting
the rights of
UNETHICAL other people
involved?

Am I motivated
by selﬁsh needs
incompatible
with NO
the
organization’s
Am I acting
interests?
fairly and
honestly?
YES
NO YES

Am I respecting
NO the rights of
involved?

Am I motivated
by selﬁsh needs
incompatible
with NO
the
organization’s
Am I acting
interests?
fairly and
honestly? YES
YES
NO YES

Am I respecting
NO the rights of
involved?

Am I motivated
by selﬁsh needs
incompatible
with NO ETHICAL
the
organization’s
Am I acting
interests?
fairly and
honestly? YES
YES
NO YES

Am I respecting
NO the rights of
involved?

Your Thoughts


Your Thoughts
 Please discuss your thoughts of campus
politics at your institution. Cover the
following topics:
 political pitfalls to avoid
 informal channels of communication
 the power structure
 cultural taboos you've noticed
 assumptions that aren't challenged
 the symbolic terms, concepts, and ideas that
prevail


Gatekeepers

Cite: Marshall, Richard. Surﬁng Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.asp

Opinioneers


Chameleons


Squirrels


Cliques


Grapes


Sponges


Termites


Fossils


DIRECTIONS:
Put a checkmark next to each statement that
describes your campus / organization
environment.

Total the check marks.


Campus / Organization
Assessment SCORING KEY
 19 – 24 Pathological (sharkland)

 13 – 23 Highly Political

 7 – 12 Moderately Political

1 - 6 Minimally Political (nirvana)


DIRECTIONS:
Take the following Political IQ Assessment,
using the following scale:

Strongly Somewhat
Doesn’t
Describes You Describes You
Describe You
*----------------*----------------

Assessment of Your
Political IQ
Scoring Key

Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New York

Assessment of Your
Political IQ
Scoring Key
 49 – 60 Corporate Shark


Assessment of Your
Political IQ
Scoring Key
 49 – 60 Corporate Shark
 Tends to use others to advance career
 Power-hungry, ruthless and devious
 Survives well in a highly political campus (Piranha
Pond)
 “Every man for himself”


Assessment of Your
Political IQ


Assessment of Your
Political IQ
 40 – 48 Climber


Assessment of Your
Political IQ
 40 – 48 Climber
 Shrewd politician
 More than average
chance of success
 “Politics are
everything – let’s
campaign”


Assessment of Your
Political IQ
 31 – 39 Survivor


Assessment of Your
Political IQ
 31 – 39 Survivor
 Aware of the political climate and practice some
campus politics
 “Ok, what do I have to do to survive?”


Assessment of Your
Political IQ
Scoring Key
 22 – 30 Straight
Arrow


Assessment of Your
Political IQ
Scoring Key
 22 – 30 Straight
Arrow
 Not perceived as an
office politician
 May neglect
cultivating key people
for career
advancement
 “Honesty is the best
policy.”

Assessment of Your
Political IQ
 12 – 21 Lamb for
Slaughter


Assessment of Your
Political IQ
 12 – 21 Lamb for
Slaughter
 Doesn’t believe in
campus politics easily
eaten by the sharks.
 Survives well in nirvana
land.
 “I never play campus
politics!”


POLITICAL ENVIRONMENT
Minimal Pathologic
STYLE (Nirvana) Moderate High al
(sharkland
Highly
Lamb Best Fit Possible Unlikely )
Unlikely
Straight Highly
Likely Best Fit Unlikely
Arrow Unlikely
Survivor Likely Likely Best Fit Possible
Highly
Possible Best Fit Likely
Climber Unlikely
Highly
Possible Likely Best Fit
Shark Unlikely

HOW DO I
CREATE CHANGE?!?


HOW DO I
CREATE CHANGE?!?

Form Politically
Savvy Relationships!

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