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Ethics in Organizational Politics.pptx
- 1. C ETHICS IN ORGANIZATIONAL POLITICS JOHN BRETHRENCAGUINGIN, RRT
- 2. Quote for theDay “The operational definition of Political Savvy is ethically building a critical mass of support for an idea you care about.” - Joel R. DeLuca, Ph.D.
- 3. Objectives By the endof this session you should have tips and techniques for increasing your influence through a deeper understanding of: • Define ethics and organizational ethics. • The attributes of politics done well and done poorly • The importance of building political support • The Dark Side of Organizational Politics • Guidelines for ethical political behavior
- 4. Definitions Ethics • ethics aswell based standards of right and wrong, which prescribe what humans ought to do. Organizational Ethics • identifying and implementing standards of conduct in and for the organization that will ensure that the interests of all its stakeholders are respected.
- 5. Definitions •Politics is thestudy of influence and the influential • Influence is measured on the basis of the number of shares one or a group has in the preferred values or attributes • The more values or attributes shared, the greater the influence • No single index (share) is a wholly accurate gauge of influence
- 6. Definitions Positive Politics • Havingpractical wisdom • Being prudent, shrewd, & diplomatic • Being expedient as a plan of action • Process of gaining support Negative Politics • Factional scheming for power & status • Being crafty or unscrupulous
- 7. Definitions •Power: ability toget something done the way a person wants it done •Includes the ability to gather physical and human resources and put them to work to reach a goal •Essential to leadership and management functions
- 8. Political Influence • Measuredin terms of who gets the most of what there is to get, that is the ‘elite’: –Access to people, places, things, opportunities, –Attention from others –Deference to ideas, positions, places –Security, safety, protection from harm or hardship –Greater financial reward • Rational Meritocracy • Being ‘elite’ is contextual
- 9. Attribution of Power •Ascribingpower to people at any level •May not be same as actual power •Attribution based on •Personal characteristics •Context of the person
- 10. Attribution of Power •Personalcharacteristics • Formal position: status and authority • Technical knowledge • Central position in a communication network •Context of the person • Physical context • Group or project membership • Member of a coalition
- 11. The Dark Sideof Organizational Politics Deception Lying Intimidation Organizational politics
- 12. Ethical Issues AboutPolitical Behavior in Organizations •Utilitarian view: using power and political behavior to serve only one's self-interest is unethical •Political behavior that uses excessive organizational resources to reach a personal goal is also unethical
- 13. Ethical Issues AboutPolitical Behavior in Organizations •Suggest any political strategy is unethical •Does not serve goals of the organization o •A larger group of people than the single political actor
- 14. Ethical Issues AboutPolitical Behavior in Organizations •Using power and political behavior that violates another person's rights is unethical •A political tactic such as co-optation can violate others' rights •Co-opted individual, unless he or she understands the goal of the political actor, has not consented to such influence
- 15. Ethical Issues AboutPolitical Behavior in Organizations •Sense of justice strongly argues for fair treatment •Giving preferential treatment to someone to build a sense of obligation is unethical
- 16. Guidelines for ethicalpolitical behavior •Distinguishes organizational statesmanship from "dirty politics" •Behavior should serve people outside the organization, beyond the single political actor •Individuals should clearly know intent of actor; give free consent to be influenced
- 17. Guidelines for ethicalpolitical behavior •Right of due process should not be violated while the political behavior unfolds •Administration of policies should allow fair treatment of all affected people
- 18. References • Silber K.,Kearny, L., Organizational Intelligence : A guide to Understanding the Business of Your Organization for HR , Training and Performance Consulting (CA: San Francisco, Wiley. 2010) • Byrd, R., A Guide to Personal Risk Taking, (NY: New York, AMACOM, 1974) • Lasswell, H., Psychopathology and Politics. (IL, Chicago, University of Chicago Press, 1977); Politics, Who Gets What, When and How. (NY: McGraw-Hill, 1950) • McCall M. & Lombardo, M. Off the Track: Why and How Successful Executives Get Derailed, Technical Report No. 21. (NC: Greensboro, Center for Creative Leadership 1983) • http://www.politicalsavvy.com/docs/research.html • http://challengeratworkblog.blogspot.com/2009/05/5-risk-taking-exercises-for-nice-girls.html
Editor's Notes
- #3 DeLuca, who did the organizational politics study, reminds us that our political goals are to be achieved ethically.
- #4 Today we are going to focus on what is hopefully the practical side of organizational politics I want to talk about : Ethics The attributes of politics done well and done poorly The importance of building political support The necessity to engage in politics … in effect for you to build political savvy. So let’s move on to the next slide…
- #5 Amundsen (2009) views ethics as well based standards of right and wrong, which prescribe what humans ought to do Veijeren (2011:6) goes on to view organisational ethics as identifying and implementing standards of conduct in and for the organisation that will ensure that the interests of all its stakeholders are respected.
- #9 So why do we care about Political Influence ? Well because life is easier for people with influence. They become the elite. People with higher influence can open doors. Their email gets read. Their requests for meetings get positive responses. They get attention to their opinions. It’s interesting to note that Deluca’s research showed “The dominant rational systems paradigm operating as a rational meritocracy is both expected by employees and supported by the organization. “Officially” politics is considered dysfunctional and in most organizations doesn’t officially exist. Yet, the practical limitations of the rational systems paradigm seemed in ways unintended to be a major factor in creating the existence, structure, sources, and dynamics of organizational politics.” 1 So people expect Corporations to behave rationally but the truth is that they don’t and that’s where you want to be on the positive power track. Most importantly it is contextual. The people with Influence at Boeing, may not be the same at Pepsi. But the important fact is that the elite can get more done. Let’s move to the next slide.
- #12 Deception Trick another party into picking wrong decision alternative Personal goals more important than organizational goals Lying Intentional misstatement of the truth Trying to mislead other party Distorts information in favor of the liar Can have long-term negative effects if discovered Intimidation Direct or indirect pressures on a person by someone with power over the person Restrict communication of person with others Isolate from others Includes sexual harassment of anyone
- #14 Ignoring equipment maintenance to push products through a manufacturing process for personal gain is behaving unethically