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eBook - ePub
Survive Office Politics
How to Steer a Course through Minefields at Work
Bloomsbury Publishing
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- 96 pages
- English
- ePUB (adapté aux mobiles)
- Disponible sur iOS et Android
eBook - ePub
Survive Office Politics
How to Steer a Course through Minefields at Work
Bloomsbury Publishing
DĂ©tails du livre
Aperçu du livre
Table des matiĂšres
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Ă propos de ce livre
All workplaces are affected by the intrigues of office politics, and in many businesses who you know can be more important than what you know. Survive Office Politics is full of advice on how to cope with difficult situations and people and get on with your job.
This book offers practical help on how to keep cool under pressure,
watch out for danger signs, deal with a difficult situation, and work
out who is doing what and why. It features a quiz, step-by-step
guidance, top tips, common mistakes and advice on how to avoid them,
summaries of key points, and lists of handy books and Web links.
'The workplace can be a minefield, so ensure your survival with Survive Office Politics.' Company
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Informations
1Understanding internal politics
by Kathleen Kelley Reardon
Professor of Management and Organisation at the University of Southern California Marshall School of Business
Professor of Management and Organisation at the University of Southern California Marshall School of Business
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Many of the hurdles managers must face and overcome have little to do with technical competence. Rather, they have to do with politics. Internal politics is a fact of life in organisations, yet many managers and CEOs will tell you their success is largely due to allowing âno politicsâ in their firms. Theyâll regale you with stories of how they use and encourage âpeople skillsâ to create a desired environment and accomplish organisational goals. What theyâre really talking about is how they use politics.
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Step one: Accept that politics is a part of office life
In common vernacular, âpoliticsâ is used to describe what people do to influence decision-makers, accomplish hidden agendas, and surreptitiously advance their careers, often to the detriment of others. But politics is not always so sinister.
By its very nature, politics involves going outside usual, formally sanctioned channels to accomplish objectives. However, it doesnât have to be done in a secretive manner and the results can often benefit everyone involved. When used to influence people in the service of valid company goals, politics becomes a positive tool indeed. The team leader who makes valuable connections with people who can advance the teamâs efforts is acting politically.
Given two competent people, the one who has political savvy, agility in the use of power, and the ability to influence others is more likely to succeed as a senior manager. Indeed, to the successful senior manager in a competitive organisation, day-to-day life is politics. Thatâs why smart business people think like Caroline Nahas, managing director of Korn Ferry International, Southern California. To be politically astute, you need to âread where the trend lines areâ and âbe ahead of the gameâ.
Of course, politics is not always positive. Sometimes, people must defend themselves from political manoeuvring. When surrounded or targeted by colleagues playing underhand political games, job survival may require one to act similarly. In organisations where bias or favouritism dictate who gets key assignments and promotions, political manoeuvring is required to get into the loop.
In short, the astute employee or manager must understand how politics functions in organisations in order to advance his or her and the firmâs own goals.
Step two: Assess how political your workplace is
The first step in acquiring political acumen is learning to identify the kind of political organisation youâre working in. Without this knowledge, youâll be operating in the dark, wondering why opportunities were lost. There are four primary levels of political arenaâminimal, moderate, highly political, and pathologically politicalâand they often co-exist inside a large organisation.
1 Minimally politicised
The atmosphere is amicable. Conflicts rarely occur and donât usually last long. The atmosphere is comradelyâ thereâs an absence of in-groups and out-groups, and one personâs gain isnât seen as anotherâs loss.
Rules may be bent and favours granted, but people treat each other with regard and rarely resort to underhand political means. These are excellent environments for people uncomfortable with aggressive politics. Unfortunately, such organisations are more the exception than the rule.
2 Moderately politicised
These types of organisation operate on commonly understood and formally sanctioned rules. They often include smaller, fast-moving firms and large ones focused on organisational agility. Where customer focus, results, teamwork, and interpersonal trust are priorities, politics is rarely destructive, and often focuses on surfacing worthwhile ideas.
Achieving objectives via unsanctioned methods isnât unusual, but tends to be subtle and deniable. When conflicts get out of hand, managers will invoke sanctioned rules or common principles for resolution.
As a manager, however, when such an arena becomes dysfunctional, you will see considerable denial before unspoken political rules surface to the point where you can identify and address them constructively.
3 Highly politicised
Conflict is pervasive in this kind of culture. Instead of applying formal rules consistently, combatants only invoke them when convenient. In-groups and out-groups are clearly defined. Few people dare to communicate directly with senior managers. âWhoâ is more important than âwhatâ you know, and work is often highly stressful, especially for those in out-groups.
When thereâs conflict, people rely on aggressive political methods and involve others in the dispute. Highly political organisations are usually incapable of resolving conflicts constructively. They place blame and donât tolerate losers. Such quick fixes rarely alter the dysfunctional pattern.
4 Pathologically politicised
These organisations are often on the verge of self-destruction. Productivity is suboptimal and information massaging is prevalent. People distrust each other, interactions are often fractious, and conflict is long-lasting and pervasive. People must circumvent formal procedures and structures to achieve objectives. They spend much time covering their backs.
Management uses a carrot-and-stick approach to control people. Subordinates are seen as stubborn, wilfulâeven stupid. In the classic Harvard Business Review article, âAsinine Attitudes toward Motivationâ, Harry Levinson described this as the âjackass fallacyâ.
Step three: Recognise the signs of political pathology
To avoid political pathology, managers must recognise its encroachment. Here are five indicators that itâs time to alter the political environment to save it from self-destruction.
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Step four: Match political style to political culture
A crucial step in learning to manage politics is identifying individual political styles. The mix of styles and their âfitâ with the predominant political arena exert considerable influence on goal achievement.
1 The purist
The least political are âpuristsâ, who believe in getting ahead through hard work. They shun politics, and rely on following sanctioned rules to get things done. Purists are usually honestâsometimes naĂŻvely so. They believe in getting ahead by doing their job well. Purists trust other people and prefer to work with those who do the same. Behind-the-scenes grappling for power and prestige is not of interest, hence purists are best suited to minimally political climates and will struggle to survive in highly political or pathological arenas.
2 The team player
âTeam playerâs believe you get ahead by working with others and using politics that advance the goals of the group. They rarely put their own individual career needs ahead of group needs. Team players prefer to operate according to a set of sanctioned rules, but will trade favours or engage in other relatively benign politics to achieve team goals. Focused on doing the job well and creating conditions for team member ...
Table des matiĂšres
- Cover Page
- Title Page
- Copyright Page
- Table of Contents
- How well do you handle office politics?
- 1 Understanding internal politics
- 2 Handling office politics
- 3 Coping with a difficult boss
- 4 Using non-verbal communication
- 5 Managing othersâ perceptions
- 6 Networking for successs
- 7 Dealing with office romances
- 8 Managing office politics in meetings
- Where to find more help
Normes de citation pour Survive Office Politics
APA 6 Citation
Bloomsbury. (2009). Survive Office Politics (1st ed.). Bloomsbury Publishing. Retrieved from https://www.perlego.com/book/814954/survive-office-politics-how-to-steer-a-course-through-minefields-at-work-pdf (Original work published 2009)
Chicago Citation
Bloomsbury. (2009) 2009. Survive Office Politics. 1st ed. Bloomsbury Publishing. https://www.perlego.com/book/814954/survive-office-politics-how-to-steer-a-course-through-minefields-at-work-pdf.
Harvard Citation
Bloomsbury (2009) Survive Office Politics. 1st edn. Bloomsbury Publishing. Available at: https://www.perlego.com/book/814954/survive-office-politics-how-to-steer-a-course-through-minefields-at-work-pdf (Accessed: 14 October 2022).
MLA 7 Citation
Bloomsbury. Survive Office Politics. 1st ed. Bloomsbury Publishing, 2009. Web. 14 Oct. 2022.