Power and Politics

Power and Politics Paper

Organizational Behavior

MGT/331

Introduction

Power is defined as the ability or official capacity to exercise control; authority. It has also been identified as a person, group, or nation that has great influence or control over others. Politics is defined as the art or science of government or governing, especially the governing of a political entity, such as a nation, and the administration and control of its internal and external affairs. As businesses harness the power of technology to change and drive the bottom line, power and politics have been noted as the force behind this change. Politics oversee the marriage of

technology and business; individuals in powerful positions make the change necessary to ensure corporate success. These executives bring invaluable attributes to the table that guide the enterprise's direction, from setting the company's strategic vision to finding short-term solutions, achieving long-term goals, and bringing in partners who can change and enhance the company's revenue. Examine the persuasive and powerful individuals, and political base management in executive offices. A common characteristic among many will emerge: strong beliefs and the ability to facilitate change. Thus it is understood how power and politics work together, and benefits each other well in the business setting. Although most individuals think as power as a force over something or someone, it is not identified as a political force. Power combined with political backing has proven to be very beneficial in society. The United States President Gorge W. Bush exhibits perfect examples of balance power and politics that have allowed him to effectively run this nation.

Organizational Politics

Franklin Covey, author of “The 7 Habits of Highly Effective People” and co-chairman of Franklin Covey, is quoted saying, “Rather than tweaking skills and behaviors, companies should reduce mistrust and organizational politics” (Murphy, 2002, J. 1). Franklin Covey research established that over three-fourths of personnel stated that they use as a minimum, one-fourth of their time, on “cover- your-back communication”, disputes with other personnel and branches of the organization, and concealed plans (Murphy, J. 1). One-fourth of the personnel states these actions consume over 50% of their time (Murphy, J. 1).

In a 2003 article in Roanoke Times and World News, a reader wrote a letter to Camille Wright Miller, in which is discussed organizational politics (Miller, 2003, A. 9). He had started a new position and felt he was successful in areas in which he had been trained on, but appeared

to be failing in other areas (Miller, A. 9). After extensive consideration, he concluded that he was having an issue understanding how to read the political atmosphere at the organization in which he was employed (Miller, A. 9). Experiencing this issue for the first time in a job, he was unsure how to move forward, and felt if soon was still unable to recognize the political atmosphere, “management would put him out” (Miller, A. 9). Camille Wright Miller responded by saying, “I tend to think of organizational politics as alliances among individuals, an awareness of those who hold formal authority and a keen awareness of where informal influence lies” (Miller, A. 9). Taking part in organizational politics commonly indicates that one is in support with individuals who possess formal as well as individuals who possess informal authority (Miller, A. 9). Camille feels the writer might need additional training, rather than a better understand of the organizational politics (Miller, A. 9).

to be failing in other areas (Miller, A. 9). After extensive consideration, he concluded that he was having an issue understanding how to read the political atmosphere at the organization in which he was employed (Miller, A. 9). Experiencing this issue for the first time in a job, he was unsure how to move forward, and felt if soon was still unable to recognize the political atmosphere, “management would put him out” (Miller, A. 9). Camille Wright Miller responded by saying, “I tend to think of organizational politics as alliances among individuals, an awareness of those who hold formal authority and a keen awareness of where informal influence lies” (Miller, A. 9). Taking part in organizational politics commonly indicates that one is in support with individuals who possess formal as well as individuals who possess informal authority (Miller, A. 9). Camille feels the writer might need additional training, rather than a better understand of the organizational politics (Miller, A. 9).

Then there is legitimate, which is the managers subordinates