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1
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84910785552
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Politics in organizations has been studied by a number of different scholars from a variety of perspectives, such as Jeffrey Pfeffer's Power in Organizations (Pitman, 1981); Samuel Bacharach and Edward Lawler's Power and Politics in Organizations (Jossey-Bass, 1980), and David Kipnis's program of research from which his article with Stuart Schmidt and Ian Wilkinson “Intraorganizational Influence Tactics: Explorations in Getting One's Way,” Journal of Applied Psychology, Vol. 65, pp. 440–452, was written. See also the research of William Gardner and Mark Martinko “Impression Management in Organizations,” (Journal of Management, Vol. 14, pp. 321–338).This first author's own program of research, for example, the book chapter co-authored with Gail S. Russ and Patricia M. Fandt entitled “Politics in Organizations” which appears in Impression Management in the Organization, edited by Robert Giacalone and Paul [[Truncated]]
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2
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84910752577
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How ambiguity in the work environment, particularly as one moves up in the organizational hierarchy, creates particular difficulties is discussed by Jeffrey Pfeffer in his “Management as Symbolic Action: The Creation and Maintenance of Organizational Paradigms” (published in Research in Organizational Behavior, Vol. 3,1981, edited by Larry Cummings and Barry Staw), James March in his article “Notes on Ambiguity and Executive Compensation” (Journal of Management Studies, August 1984, pp. 53–64), and James Thompson in his classic book Organizations in Action (McGraw-Hill, 1967).
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84910811639
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Researchers have begun to examine politics in the personnel selection process. David Gilmore and Gerald Ferris present some ideas on how politics is played out in the employment interview in “Politics in the Employment Interview” included in the book, The Employment Interview: Theory, Research, and Practice (Sage Publications, 1989), and they recently published the results of a study conducted to test some of these notions (“The Effects of Applicant Impression Management Tactics on Interviewer Judgments,” Journal of Management, Vol. 15, pp. 557–564). In their book Managing Human Assets, Free Press, 1984, Michael Beer, Bert Spector, et al discuss how managers might use the personnel selection system to their advantage by hiring people similar to them to increase their internal influence.
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4
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84910788154
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Perceptions of competence, fairness, and so forth seem to be of greater concern than actual competence or fairness. Thus, the form versus substance issue becomes an increasingly important one. An interesting study, “Cultivating an Image of Justice: Looking Fair on the Job” (Academy of Management Executive, Vol. 2, pp. 155–157), by Jerald Greenberg reported that managers were much more interested in appearing fair than actually being fair.
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5
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84910803393
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The work of W. Edwards Deming has been widely published and cited. A couple of recent representative sources are his book Out of the Crisis (MIT Center for Advanced Engineering Study, 1986) and the book by Mary Walton entitled The Deming Management Method (Putnam, 1986).
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6
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84910759790
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Several texts and articles have begun to question the relevance of the rational model of organizations, particularly in the literature on leadership. Max DePree, CEO of Herman Miller, Inc., has written a bestseller, The Art of Leadership, which directly challenges authoritarian political styles and the “fast-track” philosophy. An article entitled “A New Age for Business” (Fortune, October 8, 1990, pp. 156–164), offers a review of some of the philosophies of this new paradigm as they are being practiced at such firms as AT&T, GE, Procter & Gamble, and Levi Strauss.
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