obpoliticsproject final report modified

8/8/2019 Obpoliticsproject Final Report Modified

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Project Report

Politics in Organization

BY

Anupam Anand (06EP-005)

Avinash Gopichand (06EP-007)

Jayant Samantharay (06EP-011)

Navneet Singh (06EP-017)

Niket Sharma(06EP-019)

Rakesh Bagati(06EP-023)

Sarika Singh(06EP-027)

Vishal Agarwal(06EP-034)

Submitted to:

Prof. Bindu GuptaFaculty(Organizational Behaviour)

Institute of Management TechnologyRaj Nagar, Hapur Road, Ghaziabad, U.P.-20

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ACKNOWLEDGEMENT

We would like to mention here the contribution of the talented

staff at various esteemed organizations (Thermax Ltd , NTPC ,

Fenner India , LG etc) for their continuous support and

feedback throughout the project.

We are deeply grateful to our esteemed professor Mrs. BinduGupta for her guidance. We owe a considerable debt of

gratitude to her for helping us through this project and serving

as positive role model.

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TABLE OF CONTENTS

1. EXECUTIVE SUMMARY...

4

2. INTRODUCTION OF THE TOPIC.

5

3. INTRODUCTION-

ABOUT THE COMPANY..

...6

4. LITERATURE REVIEW ..7

5. RESEARCH METHODOLOGY.

.11

6. DISCUSSION AND DESCRIPTION.... .12

7. RESULTS & DISCUSSIONS.... .17

8. LIST OF

REFERENCES......18

.

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9. Appendix A (Questionnaire)...

.20

Executive Summary

Working to advance our interests are taken as given in

our day to day life and there are many ways and means

by which we protect ourinterests.

This reports analysis the various political techniques

employed and aims at understanding the correlation

between Political behavior, Self-Monitoring tendencies

and Job security.

It has come out clearly there are few political

techniques which are highly favored and people with

low on self-Monitoring behavior report highertendencies to political behavior.

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.According to Aristotle, politics stems from a diversity of interests. To fully

understand he politics of the organization, it is necessary to explore the

processes by which people engage in politics. Consistent with Aristotle's

conceptualization, it is a given that, within the organization, all employees

bring their own interests, wants, desires, and needs to the workplace.

Organizational decision-making and problem- solving, while seemingly a

rational process is also a political process. Organizational actors seek tosatisfy not only organizational interests, but also their own wants and needs;

driven by self-interest.

Rational models of organizational behavior only explain a portion of the

behavior observed (Farrell and Peterson, 1982):

Members of a corporation are at one and the same time cooperators in a

common enterprise and rivals for the material and intangible rewards of

successful competition with each other. (Farrell and Peterson, 1982)

Political behavior has been defined as:the non-rational influence on decision making Regardless of the degree to

which employees may be committed to the organization's objectives, there

can be little doubt that, at least occasionally, personal interests will be

incongruent with those of the organization. Organizational politics arises when

people think differently and want to act differently.

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The tension created by this diversity can resolve by political means. In an

autocratic organization, resolution comes through the directive: "We'll do it my

way!". The democratic organization seeks to resolve this diversity of interests

by asking: "How shall we do it?" By whatever means an organization resolves

this diversity, alternative approaches generally hinge on the power relations

between the actors involved.

To help us understand organizations, we might consider them a politicking is

an essential part of organizational life.

Politics is a means of recognizing and, ultimately, reconciling competing

interests within the organization. Competing interests can be reconciled by

any number of means. For example, resorting to "rule by the manager" might

be seen as an example of totalitarian rule. On the other hand, politics may be

a means of creating a non-coercive, or a democratic work environment.

As mentioned, organizations need mechanisms whereby they reconcile

conflicting interests. Hence, organizations, like governments, tend to "rule" by

some sort of "system". This "system" is employed to create and maintain

"order" among the organization's members.Systems of rule within

organizations range from autocratic to democratic at the extremes. Between

these extremes we find bureaucratic and technocratic systems. Whatever the

system, each represents a political orientation with respect to how power is

applied and distributed throughout the organization. Each type of

organizational "rule" simply draws on different principles of legitimacy.

For purposes of understanding organizational political behavior, Farrell andPeterson (1982) proposed a three-dimensional typology. The dimensions are:

where the political activity takes place -- inside or outside the organization, the

direction of the attempted influence -- vertically or laterally in the organization,

and the legitimacy of the political action.

Conditions supporting Organizational Politics:

Organizational politics flourishes under the right conditions. One of those

conditions is scarce resources .When budgets are slashed, people reply onpolitical tactics to safeguard their resources and maintain the status quo.Office

politics also flourishes when resources allocation decisions are ambiguous,

complex, or lack formal rules. This occurs because decision makers are given

more discretion over resources allocation, so potential recipient of those

resources use political tactics to influence the factors that should be

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considered in the decision .Organizational change encourages political

behaviors for this reason. Change creates uncertainty and ambiguity as the

company moves from an old set of rules and practices to a new set. During

these times, employees act politically to protect their valued resources,

position and self image.

Last, organizational politics becomes commonplace when it is tolerated and

transparently supported by the organization. Companies sometimes promote

people who are the best politicians not necessarily the best talent to run the

company. If left unchecked, organizational politics can paralyze an

organizational as people focus more on protection themselves than fulfilling

their roles.Poltical activity becomes self reinforcing unless the conditions

supporting political behaviors are altered.

Researchers agree that political behavior is a normal part of doing business.

Nonetheless, researchers also agree that this concept has receivedinsufficient attention in the organizational literature. In addition, there is no

common basic definition that captures the entire complexity of organizational

politics. While consensus has not yet been achieved in defining organizational

politics, there are two primary definitions that capture much of the research in

this area .One perspective is a general one that defines politics as a very

broad and general set of social behaviors that can contribute to the basic

functioning of the organization . In this view,politics can be either functional or

dysfunctional.

The second more common view ofpolitics among researchers is a more

narrow and specific one .This definition ofpolitics focuses on behaviors thatare self-serving and not sanctioned by the organization. Interestingly,

however, not all self-serving political behavior is necessarily dysfunctional to

the organization. Nevertheless, this perspective suggests that the use of

political behaviors has typically been considered inappropriate and

unacceptable. In fact, Mintzberg defined political behavior as "individual or

group behavior that is informal, ostensibly parochial, typically divisive, and

above all in a technical sense, illegitimate--sanctioned neither by authority,

accepted ideology or certified expertise" (1983: 172). Likewise, while Mayes

and Allen (1977) differentiated between sanctioned and non-sanctioned

behavior, their framework identified primarily non-sanctioned behaviors as

those that were organizationally dysfunctional.Within these two perspectives, much of the existing research on

organizationalpolitics has focused on people's perception of how politics

operate in their organizations. Specifically, research often considers people's

perceptions ofpolitics that result from the behavior of supervisors and co-

workers and from organizational policies and practices. In contrast, however,

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there is less research that considers a comprehensive range of political tactics

that people may use While previous organizational research has been

concerned primarily with either a general definition of politics that considers

both positive and negative aspects of politics or a specific definition that

focuses solely on negative political behaviors, in this article we seek to extend

research by integrating these two perspectives. More specifically, we proposethat there are political behaviors that are considered both positive and

negative. In addition, while some research considers the perception of

organizational politics, we consider organizational politics in terms of the

specific political tactics that people use. Thus, we are interested in

understanding both the positive and the negative political tactics that people

actually employ at work.

Categories of Political Tactics

Non-sanctioned political tactics encompass behaviors that people would

not want others to know they are using. Perhaps, because a consequence of

using non-sanctioned political tactics could be ultimately dismissal from the

organization, individuals using these tactics are likely to be highly secretive

about them. In short, these tactics are considered unacceptable,

undesirable, and negative.

In contrast, sanctioned political tactics are ones that people consider

acceptable because they are part of the organization's norms .In otherwords, sanctioned political tactics are typically tolerated, expected, or even

encouraged. Perhaps, because use of these tactics might be considered

desirable, organizational members are likely to want others to know they are

using them. In sum, these tactics are considered acceptable, desirable, and

positive.

Hypothesis 1: There are two distinct categories of political tactics:

sanctioned and non- sanctioned.

Hypothesis 2: People's perceptions of the social desirability of political

tactics will fall into two distinct categories: sanctioned and non-sanctioned.

Hypothesis 3a: For sanctioned political tactics, people's ratings of social

desirability will be greater than their frequency of use.

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Hypothesis 3b: For non-sanctioned political tactics, people's frequency of

use will be greater than their ratings of social desirability.

Some of theAcknowledged political Tactics:-

1.EXCHANGE OF FAVORS: Trading present or future favors or obligations

with another party according to one's vested interests (QuidPro Quo: I will

do it, but you owe me one.)

2. CO-OPTATION: Merging or incorporating another power group or

individual for the purpose of controlling or silencing a counterpart (forexample, incorporating a quality control function into a power line).

3. RITUALS AND SYMBOLS: Using formal ceremonies (nominations,

awards presentations, sales meetings, etc.) and symbols of power (office

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location and furniture, reserved parking, executive dining room, etc.) to

enhance or consolidate one's position.

4.MANIPULATION: Seeking to win another party over to your point of view

through distortion of reality or misrepresentation of intentions (including

selective disclosure and "objective" speculation about individuals orsituations).

5.MENTOREE: Being the junior member of a membership relation (looking

up to a senior member of the organization for advice/support/inspiration).

6.MENTOR: Being the senior member of a membership relation (passing on

the benefit of your expertise, guiding and supporting a junior member of the

organization).

7. ORGANIZATIONAL PLACEMENTS: Controlling or supporting the

promotion of agreeable people into strategic positions or isolating/removingpotential opponents.

8.PERSUASION: Seeking to win another party over to one's own point of

view through selective use of rational argumentation.

9. COPING WITH UNCERTAINTY: Taking it upon oneself to eliminate or

absorb another party's uncertainty (for example, building up extra inventory

to prevent interruptions).

10. INTIMIDATION AND INNUENDOES: Using language, situations, or

oblique allusions to make a counterpart timid or fearful of one's power.

11. CONTROL OF INFORMATION: Selective use of what information is

distributed and who are the recipients of it.

12.RULE-ORIENTED TACTICS: Resorting to the selective use of formally

documented organizational rules, guidelines, and procedures to support

one's position or oppose another party ("Sorry, but the operating procedure

says...")

13. USING SURROGATES: Having an intermediary secure compliance inothers (for example, sending your assistant to enforce a new unpopular

procedure at assistant plant).

14. IMAGE BUILDING: To promote self-interests through creating and

maintaining a favorable image with the power holders (drawing attention to

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success, creating an impression of being on the inside of important events,

developing a reputation of possessing the attributes considered desirable by

the influential members of the organization).

15. RULE-EVADING TACTICS: Avoiding or reinterpreting formally

documented organizational rules, guidelines, and procedures to supportone's position or to oppose another party ("for you, I will make an exception

to the procedure).

16. NETWORKING: Taking advantage of one's access to a network of

organizational and/or occupational incumbents, specialists or power holders

(special ties with professional, social, or family groups).

17.INGRATIATION: Praising, establishing a good rapport with or otherwise

"buttering up the boss."

18. SUPER-ORDINATE GOAL: Attempting to generate support by linkingone's argument to the greater good of the organization (our production

target requires that...).

19. PROVIDING RESOURCES: Using discretional resources under one's

control (money, services, people, etc.) by conditionally allocating them to

others.

20.USE OF EXPERTISE: Providing particular skills, unique knowledge, or

solutions to enhance one's position.

21. PIGGYBACKING: Establishing a mutually supportive relationship with

an individual from an existing or incumbent power group and moving along

with him or her (becoming the assistant to... following your boss into another

division).

22.BLAMING OR ATTACKING OTHERS: Blaming other parties for one's

failure or minimizing their accomplishments ("We would have made it

through if the sales people had reacted faster...".

23.OUTSIDE EXPERTS: Involving external consultants or experts who may

be expected to recommend a certain course of action supporting one'sposition.

24.COALITION BUILDING: A temporary or permanent alliance with other

individuals or groups to increase the support of one's position or to achieve

a particular objective.

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CATEGORIES OF POLITICAL TACTICS

The political tactics come under 2 heads. The tactics are based on the social

desirability of the political behavior.

1. SANCTIONED

Persuasion

Image building

Networking

Super-ordinate goal

Use of expertise

Coalition building

2. NON SANCTIONED

Co-optation

Manipulation

Organizational placements

Intimidation and innuendoes

Control of information

Using surrogates.

Blaming or attacking others

INTRODUCTION TO SELF MONITORING:

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The psychological construct of selfmonitoring, introduced by Snyder(1974), has been studied extensively, and has been consistently shown toinfluence human behavior in a variety of settings .Snyder argued that thepopulation, generally speaking, can be divided into two groups: High self

monitors (HSMs), who use the behavior of others as guides to how theyshould conduct themselves, and low selfmonitors (LSMs), who use theirinner beliefs, values, attitudes and other personal attributes as guides tobehavior.

It has been suggested that HSMs are particularly concerned with the imageof themselves that they present to others, and tend to use situational andinterpersonal specifications to ascertain how they should behave in givensituations. They therefore adopt different behaviors for different situations,depending upon the social cues evident in each context. It follows from thisthat HSMs are likely to show noticeable situationtosituation changes in

behavior.Research findings tend to support this idea, with HSMs showingmarked changes in behavior, relative to situational cues of appropriateness .

In contrast to this, LSMs tend to use their values, beliefs and attitudes asguides for behavior, and place considerably less emphasis on situationalcues. They are not concerned with altering their behavior to 'fit in' to anygiven situation. That is, they are concerned to act in accordance with theirinner beliefs and dispositions, and will therefore show situationtosituationconsistency in behavior. These individuals should therefore show strongconsistency between inner states and behavior, and research findings havetended to support this claim.

Introduction to JOB SECURITY

Job security is a perception on how you feel about about your stability as faras the job you are holding is concerned. Changing work environment andconstant pursuit of organization towards cost reduction and improvement ofinternal efficiencies create a feeling of insecurity and a state of flux.

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OBJECTIVE OF STUDY

This research aims at mapping out tendencies to indulge in political

behavior with reference to their self monitoring and job securitylevels.

PURPOSE OF THIS STUDY

This study considers both sanctioned and non-sanctioned political

tactics.

We try to find Self Monitoring behavior in the same sample of people.

We compare frequency of use of political tactics by people who are

high on self monitoring.

And frequency of use of political tactics by people who are high on

self monitoring.

Thirdly we find the level of job security amongst the same set of

people.

Then we try to find if usage of political tactics is linked to job security.

RESEARCH METHODOLOGY

DATA SOURCES

Primary Sources- The data collected for the project are collectedfrom the primary sources as we contacted the respondent through e-mails and telephone and then collected the data.

Data Collection Method - The data has been collected with the helpof questionnaires designed by us taking into account various tacticsof political behavior and to bring out the self monitoring and jobsecurity levels of each individual.

Data Analysis Method- The analysis of the data has been done with

the help of bar chart, which compares the 2 data sets collected. Herewe have shown percentage contribution by each option to a particularquestion.

SAMPLING FRAMEWORK

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Sample Unit (who is to be surveyed)?Survey has been conducted on the employees across various

organizations

Sample Size (how many respondents)?

We were able to get response from 100 working professionals withvaried

industry background and experience.

Sample

Three set of questionnaires were completed by 100 working professionalsworking in several organization across India. The first questionnaire askedworking professionals how frequently they use different political tactics. Thesecond questionnaire was about mapping self monitoring behavior amongstthem. The third questionnaire was to measure the level of job security

among them.

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Respondents were 90 % male and 10 % female. Their ages ranged from

to with a mean of years (standard deviation ). Respondents wereemployed in a variety of functional areas including accounting ( 6 %),finance ( 10 ), marketing ( 22 %), operations ( 35 %), and sales (7 %), withthe remaining 12% distributed among general management, humanresource management, administration, management information systems,engineering, research, and other specific job types indicated by therespondents. The mean length of work experience the had was years(standard deviation years).

Modus operandi:

1) First questionnaire was aimed at bringing out the political tendenciesin the individuals who participated and also bring out their mostpreferred method of political behavior.

2) The second questionnaire was used to bring out the self monitoringtendencies of the same individual.

3) The third questionnaire was used to map out perceptions about theirjob security .

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Data Analysis

Political Tactics

N Minimum Maximum Mean Std. Deviation

1 99 1 5 2.81 1.037

2 99 1 5 3.21 .982

3 99 2 5 3.48 1.014

4 99 1 5 2.97 1.351

5 99 2 5 3.85 1.091

6 99 1 5 3.82 1.119

7 99 2 5 3.20 .969

8 99 1 5 3.61 1.096

9 99 1 5 3.22 1.38210 99 1 5 3.11 .936

11 99 2 5 3.81 1.094

12 99 1 4 2.53 1.043

13 99 1 4 2.39 .753

14 99 2 5 3.51 .919

15 99 1 5 3.31 1.283

16 99 1 4 3.41 1.030

17 99 2 5 3.17 .959

18 99 2 5 3.80 .795

19 99 1 5 4.08 1.122

2099 2 5 3.86 .91521 99 1 5 3.57 1.089

22 99 1 5 3.13 1.046

23 99 1 5 3.85 1.128

24 99 1 4 3.01 .839

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Descriptive Statistics

N Minimum Maximum Mean Std. Deviation

Non-Sanctioned 99 2.29 4.29 3.2597 .51603

Sanctioned 99 2.33 4.50 3.3552 .45027

Job Security 99 2.67 5.00 3.4192 .38713

Self Monitoring 99 1.92 4.23 3.1717 .45916

ANOVA

Non-Sanctioned Political Techniques

Sum ofSquares df Mean Square F Sig.

Between Groups 8.904 1 8.904 50.236 .000

Within Groups 17.193 97 .177

Total 26.096 98

Descriptive

Non-Sanctioned Political Techniques and self monitoring

N Mean Std. Deviation Std. Error 95% Confidence Interval for

Mean Minimum Maximum

Lower Bound Upper Bound

1.00(high) 50 2.9629 .47320 .06692 2.8284 3.0973 2.29 3.86

2.00 (low) 49 3.5627 .36000 .05143 3.4593 3.6661 2.71 4.29

Total 99 3.2597 .51603 .05186 3.1568 3.3627 2.29 4.29

Descriptive

Sanctioned and self-monitoring

N Mean Std. Deviation Std. Error

95% Confidence Interval forMean

Minimum MaximumLower Bound Upper Bound

1.00 50 3.2300 .44146 .06243 3.1045 3.3555 2.33 4.50

2.00 49 3.4830 .42661 .06094 3.3605 3.6055 2.33 4.50

Total 99 3.3552 .45027 .04525 3.2654 3.4450 2.33 4.50

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ANOVA

Sanctioned


Between Groups 1.584 1 1.584 8.403 .005


Total 19.869 98

Descriptive

Sanctioned political technique and Job Security




1.00 65 3.3410 .50297 .06239 3.2164 3.4657 2.33 4.50

2.00 34 3.3824 .33214 .05696 3.2665 3.4982 2.83 3.67

Total 99 3.3552 .45027 .04525 3.2654 3.4450 2.33 4.50

ANOVA

Sanctioned


Between Groups .038 1 .038 .186 .667


Total 19.869 98

Descriptive

Non- sanctioned and Job Security




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1.00 65 3.3121 .40868 .05069 3.2108 3.4134 2.29 4.29

2.00 34 3.1597 .67169 .11519 2.9253 3.3940 2.29 4.14

Total 99 3.2597 .51603 .05186 3.1568 3.3627 2.29 4.29

Comparisons between the means of self monitoring & Political Techniques

Sanctioned PoliticalTechniques

Non Sanctioned PoliticalTechniques

Low SelfMonitoring 3.48 3.56

High Self

Monitoring 3.23 2.96

ANOVA

Non- sanctioned


Between Groups .519 1 .519 1.967 .164


Total 26.096 98

CORRELATIONS

Job

SecuritySelf

Monitoring

Nonsanctioned

-politicaltechnique

sanctioned-political

technique

Job Security Pearson Correlation 1 -.091 .161 -.170

Sig. (2-tailed) .370 .112 .092

N 99 99 99 99

Self Monitoring Pearson Correlation -.091 1 -.535(XX) -.047

Sig. (2-tailed) .370 .000 .645

N 99 99 99 99

Non sanctioned Pearson Correlation .161 -.535(XX) 1 .060

Sig. (2-tailed) .112 .000 .555

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N 99 99 99 99

sanctioned Pearson Correlation -.170 -.047 .060 1

Sig. (2-tailed) .092 .645 .555

N 99 99 99 99

XX Correlation is significant at the 0.01 level (2-tailed).

Results & Discussions

1) People tend to involve in more of sanctioned political behaviors than

unsanctioned political behavior.

2) People high of self monitoring tend to indulge in more of sanctioned

political behavior.

3) People low on self monitoring though low on self-monitoring do not

mind to even indulge in unsanctioned political behavior.

4) There is a negative correlation between tendency to non sanctioned

(-.53) political behavior and Self monitoring behavior.

5) Job security has little or no correlation to political tendencies.

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6) Self-Monitoring and Job security do not seem to have correlation at

all.

References:

Steven L.McShane 2006 Organizational Behaviour, 3rd edition , Tata

McGraw Hill: New Delhi

Ansoff HI. 1965. Corporate Strategy. McGraw- Hill: New York.

Brislin RW. 1991. The Art of Getting Things Done: A Practical Guide to the

Use of Power. Praeger:New York.

Burrell G, Morgan G. 1979. Sociological Paradigms and OrganizationalAnalysis.

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Cohen, Allan and David Bradford, Influence Without Authority, John Wileyand Sons, 1991.

http://www.ebsco.com

http://www.springerlink.com

http://www.pickledpolitics.com

Appendix A

SAMPLE QUESTIONNAIRE

Name: Abhinav Arora Age: 35 Years Gender Male

Highest level of Education :MechanicalEngineering

Martial status Married

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Name of the present organisation Thermax

Present Designation Regional Manager

Total work in experience 12

The Following Questions are meant to find different ways of political behaviour

an individual acts ,feels and prefers .Please read each of them carefully andindicate your degree of agreement indicating that "you think itsimportant"

by selecting(ticking) appropriate Choice .

Questions Very rare Rare Never OftenVo

1Trading present or future favors or obligations with another party

according to one's vested interests (QuidPro Quo: I will do it, butyou owe me one.)

X

2 Merging or incorporating another power group or individual forthe purpose of controlling or silencing a counterpart (fore Xample, incorporating a quality control function into a powerline).

X

3 Using formal ceremonies (nominations, awards presentations,sales meetings, etc.) and symbols of power (office location andfurniture, reserved parking, e Xecutive dining room, etc.) toenhance or consolidate one's position.

X

4Seeking to win another party over to your point of view throughdistortion of reality or misrepresentation of intentions (includingselective disclosure and "objective" speculation about individualsor situations).

X

5 Being the junior member of a membership relation (looking up toa senior member of the organization foradvice/support/inspiration).

6 Being the senior member of a membership relation (passing on

the benefit of your e Xpertise, guiding and supporting a juniormember of the organization).

X

7 Controlling or supporting the promotion of agreeable people intostrategic positions or isolating/removing potential opponents.

X

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8 Seeking to win another party over to one's own point of viewthrough selective use of rational argumentation.

X

9 Taking it upon oneself to eliminate or absorb another party'suncertainty (for e Xample, building up eXtra inventory to preventinterruptions).

X

10 Using language, situations, or oblique allusions to make acounterpart timid or fearful of one's power.

X

11 Selective use of what information is distributed and who are therecipients of it.

12 Resorting to the selective use of formally documentedorganizational rules, guidelines, and procedures to support one'sposition or oppose another party ("Sorry, but the operatingprocedure says...")

X

13 Having an intermediary secure compliance in others (fore Xample, sending your assistant to enforce a new unpopularprocedure at assistant plant).

X

14 To promote self-interests through creating and maintaining afavorable image with the power holders (drawing attention tosuccess, creating an impression of being on the inside ofimportant events, developing a reputation of possessing theattributes cons

X

15 Avoiding or reinterpreting formally documented organizationalrules, guidelines, and procedures to support one's position or tooppose another party ("for you, I will make an e Xception to theprocedure).

16 Taking advantage of one's access to a network of organizationaland/or occupational incumbents, specialists or power holders(special ties with professional, social, or family groups).

X

17 Praising, establishing a good rapport with or otherwise "butteringup the boss."

X

18 Attempting to generate support by linking one's argument to thegreater good of the organization (our production target requiresthat...).

X

19 PROVIDING RESOURCES: Using discretional resources underone's control (money, services, people, etc.) by conditionallyallocating them to others.

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20 Providing particular skills, unique knowledge, or solutions toenhance one's position.

X

21Establishing a mutually supportive relationship with an individualfrom an e Xisting or incumbent power group and moving alongwith him or her (becoming the assistant to... following your boss

into another division).

X

22 Blaming other parties for one's failure or minimizing theiraccomplishments ("We would have made it through if the salespeople had reacted faster...").

X

23 Involving e Xternal consultants or eXperts who may be eXpectedto recommend a certain course of action supporting one'sposition.

24 A temporary or permanent alliance with other individuals orgroups to increase the support of one's position or to achieve a

particular objective

X

Please Indicate the degree of your agreement or disagreement with each statement(Strongly

agree to strongly disagree) based on your Self Monitoring in the organization

"Tick the appropriate choice in line with your agreement".

Strongly

agree Agree Neutral Disagree

Stro

disa

1 In social situations ,I have the ability to alter my behaviour if I feelthat something else is called for

X

2 I am often able to read people's true emotions correctly trhoughtheir eyes

X

3 I have the ability to control the way I come across to people,depending on the impression I wish to give them

X

4 In conversation,I am sensitive to even the slightest change in the

facial eXpression of the person I am conversing with

X

5 My powers of intution are quiet good when it comes tounderstanding others emotion and motives

X

6 I can usually tell when others consider a joke in bad taste ,eventhough they may laugh convincingly

X

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7 When I feel that the image I am portraying isnt working .I canreadily change it to something that does

X

8 I can usually tell when I've said something inappropriate byreading the listener's eye

X

9 I have trouble changing my behaviour to suit different people anddifferent situation

X

10 I have found that I can adjust my berhaviour to meet therequirements of any situation I find myself in

X

11 If someone is lying to me ,I usually know it at once from thatperson's manner of eXpression

X

12 Even when it might be to my advantage I have difficulty puttingup a good front

X

13 Once I know what the situation calls for,its easy for me toregulate my actions accordingly.

X

The Following Items are meant to identify the job security of a person in an organization

Please read each of them carefully and indicate the degree of agreement indicating

" how secure you are in your organization".Use the rating scale from strongly to strongly diagree

Stronglyagree Agree Neutral Disagree

Strodisa

1 Certainity of getting opportunities for promotion & advancementin the eXisting organisation in neXt few years

X

2 Secure you feel in the current assignment X

3 Will be removed from the job for not working. X

4 Certain about your job security X

5You are certain about your responsibilities in another siXmonths

X

from now

6 Certain about your future career picture looks X

like in your organization

27


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obpoliticsproject final report modified

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