46
ORGANIZATIONS AS ARENAS OF POLITICAL POWER
Introduction
Politics and power is something that exists and is experienced in the loyal life of the
organization, but it is rather difficult to measure it but it is important to study in
organizational behavior, because its existence can affect the behavior of people in the
organization. Politics and power do not only occur in the government system, but politics also
occur in formal organizations, business entities, religious organizations, groups, and even the
government on the family unit (Paramita, 2011). Politics is a network of human interactions
where power is acquired, transferred, and used (Khairani, 2020). Politics is carried out to
balance the interests of individual employees and the interests of managers, as well as the
interests of the organization. When this balance is achieved, individual interests will promote
the achievement of organizational interests. However, in the last decade, conflict and politics
have become not only acceptable but fashionable topics in organizational theory.
Ideological systems, although implicit, are usually norms and beliefs that are widely
accepted in the organization. And skill systems represent power that is usually officially
certified and usually approved by formal authorities. The political system, by contrast, can be
described as reflecting power that is not technically authorized (or, perhaps more
appropriately, in its capabilities (and sometimes in its edges as well). As a result, political
behavior is typically divisive and conflictual, often pitting individuals or groups against
formal authorities, accepted ideologies, and the or certified expertise, or else against each
other. Politics can, of course, arise when other systems of influence are absent or at least
weak.
But it can also be brought about by them, as when departmentalization, created through
formal authority, encourages group processes that benefit narrow interests at the expense of
the needs of the organization at large. Political activity in organizations is sometimes
described in terms of 'gaming'.
Some rules are quite clear, others are vague. Some are very stable, others are always
changing. But the collection of rules, in essence, defines the game'. For Grozier and the game.
It is much more than an image. It is a concrete mechanism thanks to which men structure
their power relations and regulate them.It is an essential tool for organized action. A number
of such political games are described in the literature, although no comprehensive
explanation of the organization as a system of various political games can be found.
Discussion
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
48
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
48
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
48
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
48
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
48
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
48
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
48
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
48
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
48
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
48
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
48
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
48
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
48
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
48
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
48
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
48
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
48
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
48
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
48
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
48
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
48
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
48
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
48
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
48
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
48
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
48
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
48
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
48
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
48
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
48
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
48
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
48
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
48
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
48
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
48
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
48
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
48
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
48
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
48
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
48
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
48
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
48
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
48
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
48
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
48
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
48
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
48
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
48
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
48
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
48
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
48
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
48
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
48
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
48
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
48
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
48
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
48
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
48
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
48
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
48
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
48
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
48
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
48
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
48
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
48
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
48
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
48
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
48
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
48
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
48
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
48
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
48
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
48
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
48
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
48
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
48
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
48
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
48
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
48
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
48
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
48
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
48
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
48
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
48
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
48
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
48
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
48
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
48
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
48
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
48
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
48
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
48
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
48
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
48
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
48
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
48
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
Organization as a Political Arena
Organization as one of the social entities is also inseparable from politics. Everyone in
the organization will use their own tactics and strategies to compete for limited resources,
whether it involves the distribution of information, power, careers or other rewards. Health
organizations, such as hospitals, are also inseparable from political activities (Ayuningtyas,
2009). Strauss in his research in hospital institutions identified the pattern of interaction
between actors in the hospital (doctors, nurses and administrative staff) as ënegotiated
arrangementsí. It cannot be denied that ënegotiationí is a form of political activity to gain
mutual commitment. To be an effective manager, a manager must be aware that politics is
always present in every organizational life. With regard to management practices through a
political approach, a manager (including other players) must understand how to play ethical
and elegant politics, so that it can be ethically accepted by other members (Siswanto, 2007).
Unethical political games in the long run will adversely affect the credibility of the
perpetrators.
Viewing organizational activities as Political activity is a refresher on the understanding
of organizational life that has always been dominated by an instrumental perspective, whose
analysis ignores the motives and interests of the actors involved in the organization. In social
groups, including organizations, humans are always involved in interactions with each other.
Each member will bring different interests, interests, perceptions, and goals. Therefore, the
process of influence is a natural thing in organizational life. In other words, politics is a social
reality that must be faced by members of the organization, including managers. There is an
interesting expression ìeven if we donít like politics, we cannot avoid politics.
Politics is defined as ìany pattern of relationships that is established between people and
involves quite prominently control, influence, power and authority. Jeffrey Pfeffer created a
model of organizational theory that includes coalitions of power, conflicts inherent to
achieving organizational goals, and decisions made around how to design organizations that
support the self-interest of those in power. Pfeffer & Salancik (2003) argue that power is both
vertically and horizontally biased in organizations, and their focus, like Hickson et al. (2002),
is on subunit power. They hypothesize that power will be used in organizations to try to
influence decisions about resource allocation (Pfeffer & Salancik 2003). Subunits can be
thought of as departments within organizations. To the extent that subunits contribute
important resources, including knowledge, that the organization needs, other subunits submit
to their demands and cede power to them. Organizations are coalitions of individuals with
different demands and competing groups. Organizational design is nothing but the result of
the power struggle waged by these coalitions of different goals. Pfeffer (1992) says that if we
are to understand why and how organizations are designed, we need to examine the choices
and interests of those with influence over decision-making within the organization. This view
is now in vogue.
In principle, politics is a network of interactions between people where power is
acquired, transferred, and used. Using this definition, it can be said that politics does not only
occur in government systems, but politics also occurs in formal organizations, business
entities, private clubs, religious organizations, primitive tribal groups, clans, and even in
family units. The center of political analysis is power and influence. Power is defined as the
potential for an actor to influence another actor, so that the other actor complies with the will
of the first actor. In this mutual influence contest, each actor will compete for power to win
their interests, with tactics to play their respective power.
48
In addition, the opinion of McShane & Van Glinow (2010) considers organizational
politics to be closely related to organizational tactics. According to these two experts,
organizational politics are behaviors that are perceived by others as tactics that benefit
themselves on behalf of the organization. These tactics are often contrary to the interests of
the organization.
Power in the Organization
Power is the capacity of a person, team, or organization to influence others
(Paramaartha, 2015). Power is not meant to change someone's behavior, but rather the
potential to change someone. Furthermore, both scholars explain that power entails
dependency. In other words, the powerful party has something that is considered important
by the other party so that the party feels under the control of the party with power.
A person can be said to have power over others if he can control the behavior of others.
Power is a non-reciprocal relationship between two or more people. Non-reciprocal in this
context can be interpreted as an imbalance of power held by one individual and another. In
other words, two parties in a nonreciprocal relationship may not have the same power within
the same territory. Power allows a person to impose their will to achieve their desired goals.
The different goals of the various parties gathered in the organization will encourage these
parties to carry out organizational politics. This organizational politics then causes clashes or
conflicts within the organization. However, conflict is not always bad for the organization,
but can also have a positive impact if managed properly.
Politics in organizations is actions taken by individuals in the organization to fight for
their own interests (Colquitt et al., 2011). Organizational politics thrives in certain conditions,
for example when there is a lack of human resources, it is very likely that there are
individuals who maintain a position or position in the organization. Factually, organizational
politics is not a taboo for certain people. This is a result of the gathering of many individuals
in the organization. The more individuals in the organization, the more the tug of interest in
the organization. This has implications for the rise of organizational politics. Each party will
do whatever they can to support their interests and to do things that benefit them. This is what
ultimately gives rise to politicking oruberpolitics in organizations.
In addition, the unequal distribution of power is actually experienced by every
individual. The first time individuals recognize an imbalance in the distribution of power is in
the family. A child must address his parents with a greeting that is considered polite. As
stated by Brown and Gilman above, children first recognize the pronoun V when they interact
with their parents. As individuals develop, subordination in terms of power extends to other
matters, such as in work relationships.
From these various definitions, the concept of politics can be limited to:
Politics as Public Interest
Politics is a series of principles (principles), conditions and ways, means, and tools that
will be used to achieve certain goals, or a situation that we want accompanied by the ways,
means, and tools that we will use to achieve the situation we want. Politics in this sense is
where all individuals or groups move and each has its own interests or ideas (Achmad, 2019).
Politics in the Meaning of Wisdom
Politics in the sense of wisdom is the use of certain considerations that are considered
to better ensure the implementation of an effort, ideals, desires or conditions that we want.
Wisdom is a collection of decisions taken by a political actor or group in an effort to choose
goals and ways to achieve those goals (Budiardjo, 2003).
There are five elements of political climate in organizations that senior managers
should be able to understand in controlling the organization, including:
Inner Circle Relationship
Identify the relationship between the Upper Managers and the Chief Executive, whether
the relationship is familial, kin or friendlines. In addition, whether there is collaboration
between managers and whether there are special groups either from within the department or
from outside the department that can influence decision making.
Axis of Influence
Identify the friendships of middle/area managers who have direct links to the Chief
Executive without passing through their Divisional Managers. Is there a special relationship
between various mid-level managers and the top management so that they can override the
role of their division managers. It could be that these relationships arise because of the special
expertise they have in managing the units they lead so that they can carry out tasks without
the need for divisional managers.
Informal Power Centers
Are there operational level employees who have special relationships/friendships with
senior managers, thus bypassing their superiors.
Polarizing Elements
Is there a mismatch between managers and their subordinates and in what ways does it
occur, in all organizational activities or only differences that are not principles. The
emergence of inter-personal relationships that compete with each other so that it affects
emotional interaction if it will affect decision making, it will become an obstacle to the
implementation of tasks only.
Informal Coalitions
Whether there is a group of managers who are in coalition to reject decisions or make
decisions other than those made by the top manager and to what extent this will continue.
Conclusions
Politics cannot be separated from organizations because they are social entities.
Everyone in the organization will use their own techniques and methods to compete for
limited resources in order to be ethically accepted by other team members, a manager must
know how to play politics in an ethical and subtle way. A person's behavior is not the goal of
power, but rather the ability to change a person. Power is a relationship between two or more
people in which there is no reciprocal exchange. This power imbalance affects everyone.
Subordination in terms of authority spreads to other aspects of life, such as work
relationships, with age.
