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Political Behavior in Organizations

Andrew J. DuBrin Rochester Institute of Technology
© 2009   320 pages   SAGE Publications, Inc   
Lecturers
Inspection Copy
Individual Purchasers
Paperback ISBN: 9781412954617 £44.99
Preface
Part I The Nature and Context of Political Behavior in Organizations
Chapter 1 The Nature and Causes of Organizational Politics
The Meaning of Organizational Politics
The Importance of Political Behavior for Career Advancement and Organizational Performance
How Interpersonal Influence Behavior Facilitates the Pathway to the Boardroom
Political Behavior and Organizational Performance
Factors Contributing to Political Behavior in Organizations
Organizational Factors
Individual Factors
A Framework of Effective Use of Organizational Politics
Summary
Questions and Activities
Case Problem: The Curious Behavior CEO of Steve Heuer
Political Skill-Building Exercise 1: What Are Office Politics?
References
Chapter 2 The Organizational Context and Ethics of Political Behavior
Dimensions of Organizational Culture Related to Organizational Politics
Diagnosing the Organizational Culture and Climate for Political Behavior
Sizing up the Situation Related to Political Behavior
Preferences of the Work Unit Manager
Work Group Influences on Political Behavior
Dimensions of National Culture Values Influencing Organizational Politics
Ethical Considerations in Organizational Politics
The Intentions of the Political Actor
A Test of Ethics Based on Moral Principles
Summary
Questions and Activities
Case Study: Pay for Play at the North Carolina Treasurer’s Office
Political Skill-Building Exercise 2: Creating an Organizational Story with an Underlying Meaning
References
Part II Strategies and Tactics of Positive Organizational Politics
Chapter 3 Major Initiatives for Acquiring Power
The Sources and Types of Power
Position Power
Personal Power
Performing a Power Analysis
Strategies and Tactics for Acquiring Power
Perform Well and Establish a Good Reputation
Form Alliances with Powerful People
Attract a Powerful Mentor
Be Grandiose, Audacious, and Flamboyant
Be Visibly Kind
Be an Extraordinary Strategist
Make a Quick Showing
Turn Around a Failure or a Crisis
Share Power and Ask for Assistance
Make a Powerful Appearance
The Abuse of Power with Organizations
Summary
Questions and Activities
Case Study: Big Eddie Lambert Likes to Deal
Political Skill-Building Exercise 3: Creating an Impression of Power
References
Chapter 4 Upward Relations
Organizational Citizenship Behavior as Organizational Politics
Impression Management
Contextual Variables Influencing Impression Management
Specific Tactics of Impression Management
A Variety of Relationship Builders with Superiors
Understand your Manager’s Style and Work Preferences
Help Your Manager Succeed
Engage in Favorable Interactions with Your Manager
Be Loyal in a Variety of Ways
Flatter Your Manager with Sincerity
Strive for Ample and Open Communication
Dealing with a Difficult Boss
Summary
Questions and Activities
Case Study: The Image Doctor Will See You Now
Political Skill-Building Exercise 4: Engaging in Effective Flattery
References
Chapter 5 Lateral Relations
The Positive Consequences of Good lateral Relations
Political Tactics for Coworker Relationships
Engage in Interpersonal Citizenship Behavior
Engage in Positive Coworker Exchanges
Participate in Positive Gossip and Small Talk
Supplement E-Mail with More Personal Contact
Repair Damage Quickly
Political Tactics for Enhancing Team Play
Contribute to the Team Culture
Demonstrate Confidence and Trust in Teammates
Give Credit to Others
Follow the Law of Reciprocity
Participate in Healthy Competition
Assist Teammates in Trouble
Cooperate During Teamwork Training
Individual Recognition and Positive Lateral Relations
Summary
Questions and Activities
Case Study: Passed Over Pete
Political Skill-Building Exercise 5: High-Quality Exchanges with Coworkers
References
Chapter 6 Downward Relations
Leader-Member Exchange (LMX) and Downward Relations
Different Quality Relationships
First Impressions
The Path-Goal Theory of Leadership and Downward Relations
Humanistic Leadership Practices for Building Downward Relations
Mix Humility and Self-Confidence
Communicate Trust in Others and Minimize Micromanagement
Engage in Face-to-Face Communication
Assist in the Development of Subordinates
Be Civil yet Maintain Professional Distance
Give Emotional Support and Encouragement
Begin a New Position with a Listening Tour
Share Credit with the Team
Avoid Being the Abominable No Man or Woman
Politically Astute Leadership Practices for Building Downward Relations
Use Authority Prudently
Achieve Buy-In for Initiatives
Encourage Democracy Including Power Sharing
Use a Leadership Style Different from Your Predecessor
Be Prudent in Dealing with Former Coworkers
Encourage and Welcome Group Members of Superior Intelligence
Solicit and Welcome Feedback
Be a Servant Leader
Summary
Questions and Activities
Case Problem: Micro Mike
Skill-Building Exercise 6: The Effective Leader
Chapter 7 Influence Tactics
Interpersonal Level Influence Tactics
Be Persuasive
Exchange Favors and Benefits
Ingratiate Yourself to Others
Be an Alpha Executive
Negotiate Sensibly
Be Low Key
Be Agreeable and Apologize when Necessary
Group and Organizational-Level Influence Tactics
Form Coalitions
Engage in Cooptation with the Other Side
Display Expertise
Use Charisma
Display Skill in a Foreign Language
Be a Maverick or an Iconoclast
Appeal to Superordinate Goals
Be Cool Under Pressure
Place Spin on Negative Events
Relative Effectiveness and Sequencing of Influence Tactics
Relative Effectiveness of Influence Tactics
Sequencing of Influence Tactics
Summary
Questions and Activities
Case Study: The Coal Man Speaks
Political Skill-Building Exercise 7: Applying Influence Tactics
References
Chapter 8 Social Networks within Organizations
Social Network Theory
Social Capital and the Importance of Ties
Strength of Ties among Network Members
Social Network Analysis
Internal and External Networks in Organizations
Internal Networks
External Networks
Internet-Mediated Social Networking for Business
How Leaders Use Internal and External Networks
Social Networks and Group and Organizational Performance
Group Performance and Social Networking
Organizational Performance and Social Networking
Social Networks and Career Advancement
Suggestions for Building and Maintaining Social Networks
Networking Suggestions Based on Scholarly Research
Networking Suggestions Based on Experience and Intuition
Summary
Questions and Activities
Case Study: Networking Ashley
Political Skill-Building Exercise 8: Building Your Network
References
Part III Negative Tactics, Blunders, and Overcoming Dysfunctional Politics
Chapter 9 Negative Political Tactics and Blunders
Negative Political Tactics
Hostile Behavior toward Others
Shrewd Tricks
Political Blunders
Political Blunders and Emotional Intelligence
Career Retarding Blunders
Blunders Leading to Embarrassment and Minor Setbacks
Recovering from Blunders
Damage Control after a Major Error the Job
Summary
Questions and Activities
Case Study: The Wal-Mart Adventures of Julie Roehm
Political Skill-Building Exercise 9: Blunder Recovery and Damage Control
Chapter 10 The Control of Dysfunctional Politics
The Perception of Dysfunctional Politics in Organizations
Organizational and Individual Factors Associated with Perceptions of Politics
The Impact of Perception of Organizational Politics on Performance
The Consequences of Dysfunctional Politics
Managerial Control of Dysfunctional Politics
Create a Prosperous Organization
Set Good Examples at the Executive Level
Establish a Climate of Open Communication
Develop Congruence between Individual and Organizational Goals
Minimize Favoritism and Have Objective Standards of Performance
Reward Honest Feedback
Emphasize Teams to Reduce Self-Serving Behavior
Threaten to Discuss Questionable Information Publicly
Hire People with Integrity and Honesty
Protecting Yourself against Negative Politics
Understand Political Forces within the Organization
Develop a Clean Record and a Positive Reputation
Extend an Olive Branch to Rivals
Confront Backstabbers
Summary
Questions and Activities
Case Study: The Nightmare in the Logistics Department
Political Skill-Building Exercise 10: Confronting the Backstabber in the Logistics Department
Glossary
Index

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