Authors: Monette B. Dagupion and Laizel D.
Sahagun
Divine Word College of Laoag
Abstract
Organizational
Politics, also known as workplace or office politics, can be defined as competition
for ideas and strategies that assist decision-making within any organizational
structure. It identifies the effort one makes in the organization about one's
self-interest and goal accomplishment. Organizational politics shape the
organization's culture. This research seeks to establish the allies and the
adversaries as the players in the politics of the organization and their
effects on the organizational culture. Allies are supportive people who
encourage others to have confidence in them and work towards developing a
healthy organizational culture. Contrary to allies, adversaries are most likely
to build competition or animosity, which may create tension between team
members.
Keywords: Allies,
Adversaries, Workplace Politics, Office Politics, Organizational Culture, Political Skill
Introduction
Politics is often described as dirty and
downplayed by money, but its true essence is all about power, influence, and
relationships. It is a radical composition everyone wants to have in life. We
set our goals and pursue them; sometimes, we do not get what we wish; that is
the life cycle. The bad thing about politics is how the greed of personal
interests comes on the way. We often hear that politics does not have allies;
they only have common interests.
Organizational or workplace politics is an
inescapable aspect of anyone's professional life, which can profoundly impact
the internal processes and the company's culture. In this complex system of
politics at the workplace, the concepts of allies and adversaries are
inevitable influential dynamics that define the organization's culture.
Randolph (1985) argued that politics is not always bad; it is simply a tool
that people can use for the good of the organization or for personal
gain. Darrel Cabarrubias, a Certified Human Resource
Professional (CHRP), expressed in an interview with Cosmopolitan
Philippines that the discourse of Organizational Behavior affirms that politics
in the workplace is a reality. The research of Olorunleke (2015) suggests
several factors that lead to workplace politics: high hierarchy, uncertain
environment, ambiguity of goals, and others (Olorunleke, 2015).
Far from being a modern phenomenon,
workplace politics is as old as work, a natural development of human
interaction in structured environments. Abun (2022) states that political
behaviour is part of human nature as a political animal. Djuric (1979) pointed
out that our human behaviour is motivated by self-interest provides us with the
capability of selfishness to reach our personal goals.
Associating politics within the workplace
has its own good and bad side. If we allow only power and influence to secure a
seat, chaos will be unleashed. Office politics may seem arrogant and
unsatisfying, but it has its dynamics, whether upright or corrupt. The main
concerns with workplace politics are how this scheme affects the organization
and its employees and its benefits and drawbacks.
Learning more about organizational
politics is essential as business environments become more competitive and
dynamic. Business structures are not only a system of formal management
positions and defined lines of authority but also feature subtle political
dynamics that can considerably influence decisions and staff promotions. The
research aims to explore such dynamics where allies at the workplace build
trust and cooperation and help achieve organizational objectives. In contrast,
due to conflicting self-interests, adversaries lead to division, rivalry, and
toxic organizational culture.
The Concept of Workplace Politics
To support the author's claims, the
Management Study Guide states, "Office politics arises when employees tend
to misuse their power to gain undue attention and popularity at the
workplace." Office politics increases conflicts and tensions and reduces
individuals' productivity since they will play nasty to gain attention.
Politics in the workplace is an
unavoidable part of workplace reality and, therefore, cannot be eliminated.
Though it often leads to frustration and conflict, it can be an incredible tool
for good when used correctly and with good intentions. Workplace politics
cannot be viewed just as self-advancing or self-promoting, that is, enhancing
the self at the expense of the rest; instead, it is about improving the
appropriate functioning of the workplace. This paper has also found that these
currents of influence will continue to grow as organizations and businesses
change; therefore, mastering the art of flowing through these currents will be
central to the effectiveness of professionals and organizations.
Today, questions arise as to what law is
needed to mitigate such schemes in the private sector since the Philippine law
mandated the Republic Act No. 6713, which states, "an act
establishing a code of conduct and ethical standards for public officials and
employees, to uphold the time-honoured principle of public office being a public
trust, granting incentives and rewards for exemplary service, enumerating
prohibited acts and transactions and providing penalties for violations thereof
and for other purposes." Although it does not directly point to
workplace politics, Section 4, Norms of Conduct, includes justness and
sincerity, which are the main issues.
Allies in Workplace Politics
According to Merriam-Webster, an ally is
associated with another as a helper, person, or group that helps and supports
an ongoing effort, activity, or struggle with a political ally.
Haglund (2023) said, "Alliances arise
from states' attempts to maintain a balance of power with each other."
This concept concludes that to rise to the top, allies would be the first thing
to find in the workplace. The shared common goals would be the stepping stone
to success.
Analyzing organizational charts in the
workplace can help one understand the informal network. This can be done by
discreetly observing employees' interactions and relationships. Finally, one
can interpret how influence flows between the parties and whether there are any
interpersonal conflicts. One can try to establish one's social network by
understanding how existing relationships are built.
Characteristics of Alliee
Although Workplace Politics connotes
adverse reactions, it is a critical skill for success in the work environment
and does not have to involve power manipulations, trust issues, or hidden
agendas. Mintzberg (1983) advocated political perspectives on organizations and
suggested that individuals must possess political skills to be effective in
political environments.
Gerald R. Ferris's Political Skill Theory
examines an individual's interpersonal skills. The theory impacts many areas of
organizational behaviour, such as leadership, work productivity, career
advancement, and coping with pressure. In particular, higher political skill is
associated with an increased likelihood of implementing change, finding
solutions to conflicts, and encouraging subordinates.
Based on research, Yeung (2023) defines political
skill as "the ability to understand stakeholders effectively and to
use such knowledge to influence them and secure resources to achieve
organizational and personal goals." We can notice in his article that he
did not mention unfairness in politics, as political behaviour can be mutually
beneficial. For example, political skills can be used in power networking since
spending time at work and developing stronger professional connections with
others can significantly attract investors.
How Alliances Are Formed and Maintained
Alliances serve as vital lifelines for
professional success and organizational effectiveness. One of the essential
facts about these strategic partnerships is that they do not just happen. They
are planned and developed over time. Building workplace alliances starts by
identifying common ground or finding that one employee has similar abilities.
People recognize those who provide backup to their suggestions, have comparable
approaches toward work, or have strengths that cover the weaknesses of the
former.
To build one’s social network, one should
be friendly with everyone and avoid unnecessary conflicts, but one should not
align oneself too closely with one group and another.
After understanding the flow of influence
and relationships in the workplace, the next step is to build connections. One
can start by looking beyond the immediate team, getting to know influential
people, and creating a high-quality connection.
Positive Impacts of Allies on Organizational Culture
The famous saying 'the enemy of my enemy is my friend' is
part of Austrian Psychologist Fritz Heider's social balance theory, introduced
in the 1940s. It summarizes a realistic approach to alliances and
relationships, particularly in challenging or competitive environments.
This approach fosters tolerance and flexibility when
communicating with people. It reminds us that loyalty and allegiance may not
always be permanent and that circumstances can create opportunities for new and
beneficial connections. This becomes especially useful where flexibility is
critical to success in any organization, especially in fluctuating
environments.
When corporations maintain good relations, the working
environment improves and is enhanced. Workplace support makes the employees
feel a sense of belonging and, as such, are happier with their jobs. These
conditions can spread good morale in the employer's camp, and everyone stands
to gain. It focuses on a more positive work environment and decreases burnout,
increasing employees' overall health.
Most alliances can be classified as unofficial
manager-trainee relationships that play a role in building an organization's
leadership inventory. Since allies work together to empower each other in
career enhancement, they encourage lifelong learning. This may result in a more
effective pool of leadership and a better organizational culture for talent
development.
Thus, the role of allies in creating a positive
organizational culture is multi-faceted and can be considered quite
influential. These alliances can effectively support the change of culture for
collaboration, willingness to share best practices and innovations, as well as
employees' satisfaction and the organization's adaptability. However, there is
a need to ensure that these alliances are built and managed ethically and, more
to the point, complement the organizational culture and objectives. Thus, a well-developed
culture of positive alliances can become an essential competitive advantage
that will allow for the effective management of an organization's success in
the context of the growing complexity of modern business environments.
Characteristics of Adversaries
in Workplace Politics
Adversaries
are people or organizations that have an opposing relationship with others as
much as they have different self-interests and objectives. Such persons can be
given to acts of rivalry, deceitfulness, or undermining nature at certain
times. Hence, it is widely understood that adversaries can exert a substantial
negative impact on the organizational culture; however, their impacts can
equally be a catalyst of positive change or improvement. Adversaries in
workplace politics can hinder teamwork and cooperation, ultimately
affecting the overall productivity and effectiveness of the organization
(Mintzberg, 2019).
Adversaries
are typically not open to change or collaboration because they are focused on
their colleagues as competitors. This adversarial mindset can create a toxic
culture where conflict is common and mutual respect is diminished (Mintzberg,
2019). Studies show that adversaries are often found in highly competitive
environments where resources are limited, and success is seen as a zero-sum
game, leading to a culture of distrust and fear (Buchanan & Badham, 2008).
The Formation of Adversarial
Relationships
Adversarial
relationships in the workplace form primarily due to conflicting interests,
power struggles, or personal grievances. According to Buchanan and Badham
(2008), such relationships often emerge in environments where roles are
ambiguous, competition for scarce resources, and a lack of transparent
communication. This is the case when people feel threatened in a particular
environment, and there are people out there who may threaten their leadership
or authoritative positions.
As
Chisanga (2024) stated in his research, another fundamental cause of
organizational politics is ambiguity and uncertainty regarding the
organization’s goals, roles, or decision-making processes. Adversarial
relationships can be further influenced by ineffective leadership, lack of
clear organizational objectives, and organizational culture that encourages
competition rather than cooperation. When adversaries have negative attitudes
towards others, they think of such people as competitors in their quest for a
promotion, thus exhibiting negative behaviours like gossiping, undermining, or
sabotaging the targeted individual. In addition, it is crucial to note that
adversarial processes may manifest even more during organizational changes or
when the conditions are unclear.
Negative Impacts of
Adversaries on Organizational Culture
Adversaries
can have significant negative impacts on organizational culture. Their actions
may result in conflict within the company because of poor communication and
distrust among employees, which can reduce collaboration because, according to
Khan (2023), collaboration and communication go hand in hand. If employees
communicate effectively, collaboration is likely to improve as well.
Likewise, cultures distinguished by a lack of trust will probably not encourage
knowledge transfer from the individual to the group or the organization (Bishop
et al., 2006), affecting the overall organizational culture.
Adversarial
behaviours can cultivate an unhealthy working environment where employees can be
uncomfortable expressing themselves or working together. An unhealthy or toxic
work environment can lead to stress, conflict, and decreased morale (Chisanga,
2024). Research by Mintzberg (2019) emphasizes that adversarial politics can
slow decision-making processes as individuals focus more on personal power
struggles than collective goals. Under such conditions, organizational learning
and innovation are eroded because employees become reluctant to step out of
their comfort zones to share crucial information for fear of receiving an
attack from their adversaries.
People
involved in organizational politics are associated with negative traits such as
deceitfulness, suspicion, rivalry, and self-interest. That can damage the
organization's culture and erode trust, cooperation, and effectiveness of
strategies and processes. However, understanding adversaries' behaviour enables
an organization to implement measures that may nullify such influences. By
encouraging openness, welcoming both verbal and non-verbal communication, and
promoting teamwork, leaders can effectively manage the actions of adversaries
and create a better work environment for everyone involved.
Conclusion
Workplace
politics refers to the behaviours exhibited in organizations and affect the
relationships between employees as well as the culture of the organization.
Politics is usually seen in a negative light as it is linked to power battles
and selfish gains. Still, it can equally act as a form of positive
transformation, cooperation, and development when practiced with integrity and
accountability. This paper analyzed the roles of both allies and adversaries in
the context of workplace politics and underscored the essential significance of
these roles within an organizational culture.
Allies,
as defined by trust, cooperation, and mutual support, assist in creating a
positive work culture that emphasizes collaboration, teamwork, and innovation
to meet organizational objectives. This way, employees promote a healthy and
positive workplace environment where problem-solving is based on good
communication and achievements are celebrated.
However,
adversaries have opposing self-interests, a sense of competition, and power
battles that lead to a toxic workplace. These behaviours lead to manipulation,
dishonesty, and rivalry, which leads to a lack of trust, hatred, and
collaboration. These adversarial relationships can even harm work in
organizations, as they slow decision-making and limit the creativity of new
concepts.
It is
crucial to know how allies and adversaries affect the workplace environment.
Leaders should encourage clear communication and ethical practices to
counterproductive behaviours of politically motivated employees by prioritizing
the organization’s welfare. Recognizing workplace politics and its positive and
negative effects can help create an environment conducive to employee growth
and organizational success.
I.
References
Adams,
G. L., Ammeter, A. P., Treadway, D. C., Ferris, G. R., Hochwarter, W. A., &
Kolodinsky, R. W. (2002). Perceptions of organizational politics: Additional
thoughts, reactions, and multi-level issues. In F. J. Yammarino & F.
Dansereau (Eds.), The many
faces of multi-level issues (Research in Multi-Level Issues, Vol. 1)
(pp. 287-294). Emerald Group Publishing Limited. https://doi.org/10.1016/S1475-9144(02)01037-8
Block,
P. (1988). The empowered
manager: Positive political skills at work. Jossey-Bass.
Boswell,
C. (2020). What is politics? The
British Academy. https://www.thebritishacademy.ac.uk/blog/what-is-politics/
Buchanan,
D., & Badham, R. (2008). Power,
politics, and organizational change: Winning the turf game. SAGE
Publications.
Cacciattolo,
K. (2015). Organizational politics: The positive and negative sides. European Scientific Journal, 11(1).
Chisanga,
A. (2024). Organizational politics. ResearchGate.
https://www.researchgate.net/publication/378858410_Organizational_politics
Ferris,
G. R., Fedor, D. B., & King, T. R. (1994). A political conceptualization of
managerial behavior. Human
Resource Management Review, 4(1), 1-34.
Ferris,
G. R., Treadway, D., Perrewé, P., Brouer, R., Douglas, C., & Lux, S.
(2007). Political skill in organizations. Journal
of Management, 33(3), 290-320.
https://doi.org/10.1177/0149206307300813
Haglund,
D. G. (2023). Alliance. Encyclopedia
Britannica. https://www.britannica.com/topic/alliance-politics
Khan,
H. (2023). Lack of communication in the workplace: Cause and effects. Simpplr. https://www.simpplr.com/blog/2021/causes-effects-poor-communication-workplace/
Management
Study Guide. (n.d.). Workplace politics - Meaning and reasons for office
politics. Management Study
Guide. https://www.managementstudyguide.com/workplace-politics.htm
Mintzberg,
H. (1983). Power in and around
organizations. Prentice Hall.
Mintzberg,
H. (2019). Mintzberg on
management: Inside our strange world of organizations. Simon and
Schuster.
Olorunleke,
G. (2015). Effect of organizational politics on organizational goals and
objectives. International Journal of Academic Research in Economics and
Management Sciences, 4(3). https://doi.org/10.6007/IJAREMS/v4-i3/1877
Postma,
N. (2021). You can’t sit it out office politics. Harvard Business Review. https://hbr.org/2021/07/you-cant-sit-out-office-politics
Yap,
A. (2020). To navigate office politics, map out your friends and foes. INSEAD Knowledge. https://knowledge.insead.edu/career/navigate-office-politics-map-out-your-friends-and-foes
Yeung,
R. (2023). The benefits of office politics. AB
Magazine. https://abmagazine.accaglobal.com/global/articles/2023/jan/careers/the-benefits-of-office-politics.html
