"Political Behavior in Organizations" includes a summary of power and influence in organizations. The text blends research, theory, experience and skill building into a comprehensive yet concise book designed for understanding and application. The key features of this book include: captivating case histories for analysis, both from the media and original stories; political skill-building exercise for each chapter; self-assessment quizzes; and, introductory cases at the beginning of each chapter.
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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