Transforming crippling company politics Spinosa, Charles.
By: Spinosa, Charles
Material type:
ArticlePublisher: 2014Description: 88-95Subject(s): Negative Politics | Corporate Politics | Company Politics | Politics
In:
Organizational DynamicsSummary: Negative corporate politics raises friction costs and blocks expansion into new opportunities. Termination of senior management is the only well-known solution. But with the understanding first (1) that enduring moods in the company's norms are the cause of different kinds of negative politics and second (2) that there are three building-blocks of mood transformation, senior managers can recover from the negative politics that grew up under their stewardship. This article draws on Heidegger's and others' understandings of moods to identify the four most common negative organizational moods and their types of negative politics, and then the four counterpart positive moods and politics to which managers can move their organizations. The article provides four actual cases showing how a leader used the three key building blocks to transform organizational moods and politics.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
Articles
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Ahmedabad (HO) | (Browse shelf) | Vol. 43, Issue. 2 | Available | 017982 |
Negative corporate politics raises friction costs and blocks expansion into new opportunities. Termination of senior management is the only well-known solution. But with the understanding first (1) that enduring moods in the company's norms are the cause of different kinds of negative politics and second (2) that there are three building-blocks of mood transformation, senior managers can recover from the negative politics that grew up under their stewardship. This article draws on Heidegger's and others' understandings of moods to identify the four most common negative organizational moods and their types of negative politics, and then the four counterpart positive moods and politics to which managers can move their organizations. The article provides four actual cases showing how a leader used the three key building blocks to transform organizational moods and politics.
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