By Oliver Mills

Politics in organisations is no different from party politics as we know it. In fact organisational politics derives its description from politics as an art and a science which deals with how to acquire and maintain power.

In party politics, there is the practice of blaming and shaming, devaluing the opponent, presenting one political movement as more righteous than the other, massaging the facts to present a positive situation, when the opposite is the case, and maneuvering and shifting on issues as the circumstances require.

Politics in organisations is about putting others in a bad light so that a dim view is taken of them, to promote distrust. This is particularly noticed where there is a struggle between individual employees over promotion, or to be in the good books of those in authority.

Organisational politics is also evident when employees curry-favour with senior management for favours. It could be for a scholarship, to attend a conference overseas, or for extended departmental leave.

But politics in organisations results in mistrust, and mishaps on the job between individuals, when the situation gets tense. This means energies which could be directed towards enhancing productivity, interpersonal relationships, and contribute to fostering a smarter company, are frittered away on frivolities.

Organisational politics has acquired legs through the use of social media, where “alternative truths” are posted about opponents, to make their presence, and intentions towards the company seem toxic.

The company authorities are subtly made aware of this, the intention being to foster suspicion against those concerned, and cause the officials to become more guarded in their activities.

There is a revealing case of company politics shown where a young individual was advised on how to conduct himself on his job at a newspaper. He was told by relatives to look sharp, do anything when asked, and volunteer for tasks. The aim was to make himself useful, so he would seem committed.

The young man followed these suggestions, until one day the boss told him he was fired. He was shocked, since he felt he performed his job well, even going beyond what was required.

He decided to tell his friends what happened, and they rocked to and fro with laughter. They then said to him, “the boss saw you working so hard, that he felt you wanted his job, so he decided to get rid of you.”

This is organisational politics at its most practical. When someone in a senior position even suspects there is a rival, or that a popular, well qualified junior employee seems to present a threat, he or she acts to get rid of the potential threat by overt, or covert means.

Politics in organisations is sometimes more vicious than party politics. This is shown where an innocent topic is introduced at work, the responses are monitored, and the relevant authorities are advised if the reactions by some employees do not appear to be in the interest of the company. The persons affected suddenly find they are not invited to office events, or might be transferred.

Again, an individual may be told she is promoted to a particular post, and asked to visit the office of the current holder for further instructions. The latter will quickly respond by indicating that nothing was received officially, and therefore the business of the office could not be divulged.

This is often referred to as “the promotion becoming hitched.”

What happens in such cases, is that a favourite was recommended, but there was opposition in certain sectors, and the procedures were deliberately circumvented. The idea is to delay the promotion as long as possible to frustrate the concerned individual. This is politics at its most subtle.

Politics in organisations is used to protect jobs, and belittle others so they are thought of in a negative way. It is a protective tool, and a survival strategy.

But organisational politics could result in a company not achieving its goals fully, and interfere with new strategies for organisational change being undermined, because certain interest groups feel threatened.

What counteracts this is a strong commitment to ethical conduct which benefits the organisation and its members.

ABOUT OLIVER MILLS:

Oliver Mills is a former lecturer in education at the University of the West Indies Mona Campus. He holds an M.Ed degree from Dalhousie University in Canada, an MA from the University of London and a post-graduate diploma in HRM and Training, University of Leicester. He is a past Permanent Secretary in Education with the government of the Turks and Caicos Islands