ccwrs presentation v2
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Learning Objectives Identify the advantages in having both the
“formal” and “informal” organizations in institutions.
Identify the problems in having both the “formal” and “informal” organizations in institutions.
Identify the “power” structure of the institution as well more importantly how to use this information appropriately.
Saturday, March 16, 13
Learning Objectives If you will walk away
with just one thing that will be… Knowing that
informal organizations are ever present in institutions, but more importantly, they will know how to use them appropriately.
Saturday, March 16, 13
Introductory Concepts In any institution, there is a “formal”
organization and at least one “informal” organization existing.
One must identify the real “players” in the decision-making network at an institution, …
80% of the people fail at a job….
Accept that there is no campus environment Saturday, March 16, 13
Introductory Concepts To get ahead, you need to accept that you need
to consistently conduct a “low key, public relations campaign” for yourself
In the best sense, playing campus politics means developing good “people skills”
Those who refuse to play the campus politics found in each campus environment will not last long as a campus leader, or if they stay, will never advance because they don’t “fit in.”
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Informal power must be handled like dynamite:placed carefully
andused sparingly.
Saturday, March 16, 13
Definition of Politics
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics The [1] informal and sometimes emotion-
driven process of [2] allocating limited resources and [3] working out goals, decisions, and actions in an environment of people with [4] different and competing interests and personalities.
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics [1] Informal and
sometimes emotion-driven Campus politics is
separate from the formal organizational structure involves human dynamics and emotions, in addition to facts/reason.
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics [2] Allocating limited resources
The ultimate outcome of campus politics – and how successes and failures are measured – is how the organization’s resources, such as time, money, and people, are allocated.
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics [3] Working out goals,
decisions, and actions The purpose of campus
politics is to work out goals, decisions, and actions that can turn into reality. This often involves negotiation, compromise and application of power.
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
Definition of Politics [4] Different and competing interests and
personalities People have different ideas and desires about what
should be done, some based on reason and analysis, some based on emotion or personal agenda. Personal likes and dislikes inevitably affect decisions.
cite: Dobson, Michael & Dobson, Deborah. Enlightened Office Politics. New York: AMACOM, 2001Saturday, March 16, 13
The Informal Organization: Principles
Cite: Litterer, J.A. (1969). Organizations: Structure and behavior. New York: Wiley.
Saturday, March 16, 13
The Informal Organization: Principles Numerous informal groups exist on every
campus.
Informal groups affect organizational performance
Cite: Litterer, J.A. (1969). Organizations: Structure and behavior. New York: Wiley.
Saturday, March 16, 13
The Informal Organization: Properties
Cite: Litterer, J.A. (1969). Organizations: Structure and behavior. New York: Wiley.
Saturday, March 16, 13
The Informal Organization: Properties Norms
Rewards and punishments
Leadership Earned Changes based on group needs
Communication The grapevine
Cite: Litterer, J.A. (1969). Organizations: Structure and behavior. New York: Wiley.
Saturday, March 16, 13
The Informal Organization: Properties
Cite: Litterer, J.A. (1969). Organizations: Structure and behavior. New York: Wiley.
Saturday, March 16, 13
The Informal Organization: Properties Values
Shared values or benefits
Status Based on affiliation with informal group
Membership Involvement in several groups within one campus
Cite: Litterer, J.A. (1969). Organizations: Structure and behavior. New York: Wiley.
Saturday, March 16, 13
The Informal Organization: Structure
cite: http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
The Informal Organization: Power Access to reliable
information Social contacts Initials on
memoranda Friends/Family or
Former Co-leaders still on campus
Romantic Relationships: The Now & The Yesterday
Saturday, March 16, 13
The Informal Organization: Power Conformity to
campus or group norms
Known and liked by many group members campus leaders administration
Initiation of interactions
High external status High formal rank
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
YES
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
U N E T H I C A L
YES
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
NO
U N E T H I C A L
YES
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Am I actingfairly and honestly?
NO
U N E T H I C A L
YES
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Am I actingfairly and honestly?
NO
U N E T H I C A L
YES NO
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Am I actingfairly and honestly?
NO
U N E T H I C A L
YES NO YES
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Am I actingfairly and honestly?
NO
Am I respecting the rights of other people
involved?U N E T H I C A L
YES NO YES
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Am I actingfairly and honestly?
NO
Am I respecting the rights of other people
involved?U N E T H I C A L
YES NO YES
NO
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Am I actingfairly and honestly?
NO
Am I respecting the rights of other people
involved?
YES
U N E T H I C A L
YES NO YES
NO
Saturday, March 16, 13
Am I motivated by selfish needs
incompatible with
the organization’s
interests?
Am I actingfairly and honestly?
NO
Am I respecting the rights of other people
involved?
YES
E T H I C A L
U N E T H I C A L
YES NO YES
NO
Saturday, March 16, 13
Your Thoughts Please discuss your thoughts of campus
politics at your institution. Cover the following topics: political pitfalls to avoid informal channels of communication the power structure cultural taboos you've noticed assumptions that aren't challenged the symbolic terms, concepts, and ideas that
prevail
Saturday, March 16, 13
Gatekeepers
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Gatekeepers
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Opinioneers
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Opinioneers
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Chameleons
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Chameleons
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Squirrels
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Squirrels
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Cliques
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
Cliques
Cite: Marshall, Richard. Surfing Office Politics. Career Link, found at http://careerlink.devx.com/articles/hc1199/hc1199.aspSaturday, March 16, 13
DIRECTIONS: Put a checkmark next to each statement that describes your campus / organization environment.
Total the check marks.
Saturday, March 16, 13
Campus / Organization Assessment SCORING KEY 19 – 24 Pathological (sharkland) 13 – 23 Highly Political 7 – 12 Moderately Political
1 - 6 Minimally Political (nirvana)
Saturday, March 16, 13
DIRECTIONS: Take the following Political IQ Assessment,
using the following scale:
Strongly Somewhat Doesn’t
Describes You Describes You Describe You
*----------------*----------------Saturday, March 16, 13
Assessment of Your Political IQScoring Key
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQScoring Key
49 – 60 Corporate Shark
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQScoring Key
49 – 60 Corporate Shark Tends to use others to advance career Power-hungry, ruthless and devious Survives well in a highly political campus (Piranha
Pond) “Every man for himself”
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
40 – 48 Climber
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
40 – 48 Climber Shrewd politician More than average
chance of success “Politics are
everything – let’s campaign”
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
31 – 39 Survivor
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
31 – 39 Survivor Aware of the political climate and practice some
campus politics “Ok, what do I have to do to survive?”
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQScoring Key
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQScoring Key
22 – 30 Straight Arrow
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQScoring Key
22 – 30 Straight Arrow Not perceived as an
office politician May neglect
cultivating key people for career advancement
“Honesty is the best policy.”
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
12 – 21 Lamb for Slaughter
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
Assessment of Your Political IQ
12 – 21 Lamb for Slaughter Doesn’t believe in
campus politics easily eaten by the sharks.
Survives well in nirvana land.
“I never play campus politics!”
Cite: Dobson, Michael Singer (2001). Enlightened Office Politics. AMACOM: New YorkSaturday, March 16, 13
POLITICAL ENVIRONMENT POLITICAL ENVIRONMENT POLITICAL ENVIRONMENT POLITICAL ENVIRONMENT
STYLE Minimal (Nirvana) Moderate High
Pathological
(sharkland)Lamb Best Fit Possible Unlikely Highly
UnlikelyStraight Arrow Likely Best Fit Unlikely Highly
Unlikely
Survivor Likely Likely Best Fit Possible
ClimberHighly
Unlikely Possible Best Fit Likely
SharkHighly
Unlikely Possible Likely Best FitSaturday, March 16, 13