NOTE: Remember that your discussion response must include the following:
In an organization, it is inevitable to lack issues related to power and politics. These behaviors, at times, are excellent when done ethically and can have dire consequences when done the wrong way. People who practice organizational politics without observing ethical considerations are considered to have the characteristics of Machiavellian individuals (Janasz et al., 2014, p. 378). These are people who do not have the plight of others at heart and do everything that will benefit them. For example, a manager in a department can advocate for a pay rise for his/her employees without considering the employees of the other department. Such a person is deemed to be politicking unethically just because he/she is in power.
What I have learned in this chapter is that politicking, when done the right way, can be beneficial. It will mean winning the war and not the battle. When practicing ethical politics, the questions are, why should I do this? Who will benefit from it? How can I ensure all the parties benefit from what I am considering? How can we collaborate with others to ensure the request is made ethically? And is what I am doing in the best interest of the other? (Janasz et al., 2014, p. 378)
When one considers such questions, it is easy to develop a plan that will ensure ethical politicking. The advantage of ethical politicking is that it benefits everyone in the organization. Therefore there will be no people backlashing at you for doing things behind their back.
It is also essential to note that ethical politicking is possible if the organization has the right culture. For example, an open communication channel, rewarding the right people for the right things and working a goal-oriented program (Janasz et al., 2014, p. 378). It is the manager’s role to create such an environment to ensure the politicking done is ethical.
The beginning of this class was challenging for me because I did not spend enough time giving better answers to the questions you asked me at a professional level. I have learned to use different skills, such as comprehensive reading and teamwork, etc.
responsibility and discipline must be constant to change your life because you will have much less conflict and many more rewards in your relationships. Your connections with people will feel different: more satisfying than frustrating and more understanding than bigoted. I was also a little tense because the grades for this class were the lowest, I had for you throughout my career as a student.
The problem with being clear and specific about your desires is that it causes anxiety. Do you deserve to ask for things? Do you dare to annoy people with your needs? Are you allowed to disappoint, annoy, pressure people to try on your behalf? The answer is yes. And the reason is that I am human that I feel, that yearns for things, that I feel pain, that struggles with moments of pain. All this gives you the right to be heard.
Unfortunately, many people grow up in families that override needs. And all their lives they are afraid to ask for things, like they are bad or not as if their feelings and pain did not matter.
I learned concepts such as diversity and inclusion are fundamental to any business or organization. We must begin by educating ourselves on the subject, locating the problem or opportunity in our daily life so that we can apply it in our workplaces, show it to our loved ones or friends.
In my experience, companies must not only implement diverse staff attraction programs with inclusive recruitment practices but must also work on the integration, retention, progression, and inclusion of these professionals. Training at all levels of the company should be promoted in such a way as to generate a change in organizational culture.
The most outstanding thing for me has the enthusiasm that Dr. D. has put in each class on each topic asking us questions, giving the respective feedback that has allowed me to correct mistakes. I have finally enjoyed the different topics and methods using during this class.
De, J. S. C., Dowd, K. O., & Schneider, B. Z. (2002). Interpersonal skills in organizations. Boston: McGraw-Hill.
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