 Tool fourAryanne Oade
Chapter Chapter 8 in Managing Politics at Work, 2009, pp 97-120 from Palgrave Macmillan Abstract: Abstract The case study from the last chapter illustrated how political misjudgments by two colleagues resulted in them taking ill-advised steps and undermining their relationships with their manager. What they wanted to do – play a role in the launch of a new initiative – was fair enough, but the way in which they went about it let them down. They failed to show sufficient respect for their manager and to think through the political ramifications of their actions both for him and for themselves. If they had taken a different tack – one that involved approaching their manager with their ideas and working with him to get things done in a way he sanctioned – the outcome could have been very different and much better for them. The case study illustrated that, before initiating any significant proposals, you need to consider the impact of your plans on those affected by them, especially those senior to you who have a vested interest in the outcome of your work, and whose opinion of you can be adversely affected if you handle things poorly. Keywords: Team Member; Production Manager; Organizational Status; Steering Group; Personal Power (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-23959-3_8 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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