Organizational cultures characterized by low trust, sole ambiguity, unclear performance evaluation systems, zero-sum reward allocation practices, domestic decision making, high pressures for performance, and self-serving senior managers will create breeding grounds for politicking.
The more pressure employees feel to perform well, the more likely they are to engage in politicking. When people are held strictly accountable for outcomes, this puts great pressure on them to “look good.” If a person perceives that his or her entire career is riding on next quarter’s sales figures or next month’s plant productivity report, there is motivation to do whatever is necessary to make sure the numbers come out favorably.
Politics like beauty, is in the eye of the beholder. The following are labels used to describe organizational politics and effective management.
| “Political” Labels | | “Effective Management” Labels |
| Blaming others | VS. | Fixing responsibility |
| Kissing up | VS. | Developing working relationships |
| Apple polishing | VS. | Demonstrating loyalty |
| Passing the buck | VS. | Delegating authority |
| Covering your rear | VS. | Documenting decisions |
| Creating conflicts | VS. | Encouraging change and innovation |
| Forming coalitions | VS. | Facilitating teamwork |
| Whistle-blowing | VS. | Improving efficiency |
| Scheming | VS. | Planning ahead |
| Overachieving | VS. | Competent and Capable |
| Ambitious | VS. | Career-minded |
| Opportunistic | VS. | Astute |
| Cunning | VS. | Practical-minded |
| Arrogant | VS. | Confident |
| Perfectionist | VS. | Attentive to details |
NOTE: Ambiguity and Uncertainty always allows for politicking within and organization!
Excerpted By: Timo Steve
COPYRIGHT 2007 Shaques Publishing Inc.
No comments:
Post a Comment