Discussion 1emily Mcduffie731pmapr 29 At 731pmmanage Discussion Entr ✓ Solved

Discussion 1 Emily McDuffie 7:31pmApr 29 at 7:31pm Manage Discussion Entry Power of Politics in Organizations Chapter 13 of this week's reading was surrounding power and politics in organizations and the effects they have on both an individual level and a company-wide level. What I found particularly relevant to my role was that while politics play a big part in meeting personal interests (Robins & Judge, 2017), there are many layers of politicking that may or may not happen throughout the different employee tiers. Leaders within an organization need to understand that individual employees have different motivating factors for being employed specifically where they are and sometimes, politicking their way to obtaining power on their way through the ranks may not be what they are looking for.

However, in an article for CEO World, Sophie Ireland discusses how motivation of politicking in organizations can mostly be categorized in two different ways: either an employee trying to get ahead or an employee trying to avoid fault (Ireland, 2021). Especially in the virtual, work-from-home world we are living in now, it can be argued that workplace politics may be owning a larger portion of the work day as folks are eager to earn credibility in other ways since they are not interacting with coworkers one on one in person. References Ireland, S. (2021, April 6). Workplace politics – play to win . CEOWORLD Magazine. (Links to an external site.) Robbins, S., & Judge, T. (2017).

Essentials of Organizational Behavior (14th ed.). Pearson. discussion 7.pdf download Discussion 2 Preston James Penn 1:07pmApr 29 at 1:07pm Manage Discussion Entry Organizational culture differs from many other organizational behavior topics we have covered thus far because it is a relatively fixed asset (hopefully it is not a liability). Culture is rooted throughout the entire organization and is not readily or easily altered, particularly in larger, well-established organizations. Top management, including the founders and early leadership teams, greatly shape organizational culture and are both formally and informally tasked with keeping company culture thriving. As Robbins and Judge (2018) discuss, top management sets the tone and establishes customs that trickle down throughout the organization, including how formal relationships are, whether there is a spirit of collectivism or individualism, ethical standards, and other key factors that frame organizational climate.

Founders and subsequent top managers ensure that the vision is being created and/or carried out, and their behaviors mold the makeup and strength of organizational culture, for better or worse (Robbins & Judge, 2018).(Paais & Pattiruhu, 2020) study the impact of top managers’ actions when promoting knowledge sharing practices and innovation. The authors conclude that in the context of small and medium-sized enterprises, top management can encourage and support innovation by being knowledge-oriented, and perhaps more importantly, exploit and share that knowledge, which encourages those down the chain to do the same. Furthermore, when knowledge sharing is successful and innovation flourishes, organizational performance increases because of renewed problem-solving capabilities in dynamic environments (Paais & Pattiruhu, 2020).

Lastly, (Paais & Pattiruhu, 2020)make a valuable conclusion that top managers have this so-called tension between the protecting and sharing of knowledge that they must successfully navigate in order to procure the aforementioned benefits of promoting innovation. In conclusion, organizational culture is complex and reasonably stable over time, so it is vital that founders and top management know how to subtly and positively change the culture if needed, or simply keep the fire stoked if the culture is already strong and achieving desired outcomes, such as exemplary financial performance, low turnover, high levels of diversity, and constant fruitful innovation (Paais & Pattiruhu, 2020). References Robbins, S.

P., & Judge, T. (2018). Essentials of organizational behavior. New York, NY: Pearson PAAIS, M., & PATTIRUHU, J. (2020). Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance. Journal of Asian Finance, Economics and Business, 7 (8), . doi:doi:10.13106/jafeb Effect of Motivation, Leadership, and Organizational Culture on Satisfaction and Employee Performance.pdf

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Power and Politics in Organizations: An Analysis

Introduction

Understanding power and politics in organizations is critical for individual and collective success within a workplace. As Emily McDuffie and Preston James Penn highlighted in their discussions regarding organizational behavior, the interplay of power dynamics, politics, and culture shape the functioning of organizations. Power, as described by Robbins and Judge (2017), pertains to the potential of an individual or group to influence others and control resources within an organization. This crucial element of organizational behavior creates a myriad of motivations that can either lead to a collaborative atmosphere or foster competition and discord. This essay delves deeper into the implications of power and politics in organizations and emphasizes the role of organizational culture shaped by leadership.

The Nature of Workplace Politics

Workplace politics can significantly impact employees' behavior, morale, and performance (Ireland, 2021). According to Robbins and Judge (2017), political behavior in organizations often centers on individuals' self-interest. Employees engage in politicking to secure personal advantages, such as promotions and recognition, or to safeguard themselves from blame. In the context of today's virtual workspaces, such political maneuvering may manifest differently as employees seek validation and credibility without face-to-face interactions. Consequently, the motivations of employees can fall into categories of striving to win or to avoid losing, influencing workplace dynamics considerably (Ireland, 2021).

Leadership and Organizational Culture

The role of leadership in shaping organizational culture cannot be overstated. Leaders establish the foundational ethos, values, and norms that define the work environment. Robbins and Judge (2018) assert that top management influences organizational culture through their behaviors and decision-making styles. Effective leaders model the expected behaviors, thereby constructing a framework that guides employees' actions and attitudes. A strong organizational culture positively affects employee satisfaction, engagement, and loyalty, ultimately leading to higher performance and innovation.
In their study, Paais and Pattiruhu (2020) emphasize that visionary leadership fosters a culture conducive to knowledge-sharing and innovation. This empowerment encourages employees to operate independently yet cohesively within teams, sharing insights and ideas that drive organizational progress. Conversely, if leaders foster a culture of secrecy or competition, employees are less likely to collaborate or share valuable insights, which stagnates growth. Navigating the inherent tension between protecting and sharing knowledge is crucial (Paais & Pattiruhu, 2020).

Politics at a Personal Level

Individual employee motivations to engage in workplace politics often arise from desirable outcomes such as job security, recognition, and career advancement. McDuffie's observation that employees have varying motivators illustrates the complexity of organizational dynamics. While some employees may pursue upward mobility through strategic politicking, others may prioritize a collaborative environment or work-life balance, thereby influencing their approach to workplace interactions.
Understanding these differences is essential for leaders to cultivate an inclusive culture that respects varying employee motivations. Supporting diverse career pathways and encouraging open communication are effective strategies to minimize harmful politics while promoting positive engagement (McDuffie, 2021). When employees feel heard and valued, they are less likely to engage in counterproductive political behavior, fostering a healthier organizational climate.

The Impact of Organizational Culture on Performance

A healthy organizational culture directly correlates with the overall performance of the organization. Leaders play a pivotal role in nurturing an environment where employees feel motivated to excel. When leaders establish clear values and promote a sense of community, organizations benefit from increased innovation, lower turnover rates, and enhanced morale (Robbins & Judge, 2018). The longevity and stability of a well-defined culture provide employees with a sense of company identity, guiding their actions and collaborative efforts.
Moreover, as Paais and Pattiruhu (2020) illustrate, satisfied employees are productive employees, and leadership must focus on creating supportive frameworks for employee development to catalyze high levels of performance. This approach fosters a culture of hard work and gives employees confidence that their contributions matter, reinforcing their commitment to the organizational mission and values.

Navigating Power and Politics for Organizational Success

To leverage the power dynamics and political landscape effectively, organizational leaders must cultivate trust and transparency throughout the organization. Engaging employees in decision-making processes, acknowledging individual contributions, and promoting collaboration across departments can mitigate toxic political behaviors while reinforcing a strong culture (Ireland, 2021). Leaders must be aware of the intricate balance between asserting their authority and allowing employees the autonomy necessary for creative expression and problem-solving.
Furthermore, training programs that address the ethical implications of workplace politics can empower employees to navigate these environments constructively. Encouraging discussions on ethics, teamwork, and collaboration establishes a foundation for constructive political engagement that benefits both individuals and the organization as a whole.

Conclusion

In conclusion, the interplay of power and politics significantly shapes individual and organizational outcomes within the workplace. Leaders must be acutely aware of their influence on organizational culture while fostering a politically aware and inclusive environment. The motivation of employees drives political behavior, and understanding this nuance is vital for leaders aiming to cultivate positive change. Embracing transparency, collaboration, and ethical practices can mitigate harmful politicking while enhancing organizational performance and fostering employee satisfaction.

References

1. Ireland, S. (2021, April 6). Workplace politics – play to win. CEOWORLD Magazine.
2. Robbins, S. P., & Judge, T. A. (2017). Essentials of Organizational Behavior (14th ed.). Pearson.
3. Robbins, S. P., & Judge, T. A. (2018). Essentials of Organizational Behavior (14th ed.). Pearson.
4. Paais, M., & Pattiruhu, J. (2020). Effect of motivation, leadership, and organizational culture on satisfaction and employee performance. Journal of Asian Finance, Economics, and Business, 7(8), 317-325. doi:10.13106/jafeb.2020.vol7.no8.317
Additional References:
5. Mintzberg, H. (1983). Power in and around organizations. Prentice-Hall.
6. Pfeffer, J. (1981). Power in Organizations. Marshfield, MA: Pitman.
7. Yukl, G. (2013). Leadership in Organizations (8th ed.). Pearson.
8. Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
9. Adair, J. (2009). Inspiring Leadership. Pan Macmillan.
10. Schein, E. H. (2010). Organizational Culture and Leadership (4th ed.). Jossey-Bass.