Managing Office Politics

<body topmargin=0 leftmargin=0 marginheight=0 marginwidth=0> <table cellpadding=0 cellspacing=0 border=0><tr> <td valign="top" colspan=2 height=82 BGCOLOR="#006699" TEXT="#080000"> <div> <FONT SIZE="5" COLOR="#FFFFFF" FACE="Arial" ><B>Institute for Criminal Justice Education, Inc. (ICJE)</B></FONT><B>     |     </B><A HREF="index.htm" TARGET="_top" TITLE="Institute for Criminal Justice Education"><B>home</B></A></div> <div> <A HREF="id41.htm" TARGET="_top" TITLE="DUI in Alabama"><B>DUI in Alabama</B></A><B>   |   </B><A HREF="organizational_values.htm" TARGET="_top" TITLE="Values: The Impact on Orgazitional Effec"><B>Values: The Impact on Orgazitional Effectiveness</B></A><B>   |   </B><A HREF="id54.htm" TARGET="_top" TITLE="Groupthink"><B>Groupthink</B></A><B>   |   </B><A HREF="id55.htm" TARGET="_top" TITLE="Office Romance"><B>Office Romance</B></A><B>   |   </B><A HREF="id56.htm" TARGET="_top" TITLE="Search Warrant Alert"><B>Search Warrant Alert</B></A><B>   |   </B><A HREF="id57.htm" TARGET="_top" TITLE="Consent to Search Forms"><B>Consent to Search Forms</B></A><B>   |   </B><A HREF="id64.htm" TARGET="_top" TITLE="Plain Feel, A Second Look"><B>Plain Feel, A Second Look</B></A><B>   |   </B><A HREF="id72.htm" TARGET="_top" TITLE="Handcuffing During Temporary Detention"><B>Handcuffing During Temporary Detention</B></A><B>   |   </B><A HREF="id75.htm" TARGET="_top" TITLE="A college degree is it worth the effort"><B>A college degree - is it worth the effort?</B></A><B>   |   </B><A HREF="id77.htm" TARGET="_top" TITLE="Mug Shots, Mug Books and Photo Spreads"><B>Mug Shots, Mug Books and Photo Spreads</B></A><B>   |   </B><A HREF="id78.htm" TARGET="_top" TITLE="Plain Feel and Tic Tac Boxes"><B>Plain  Feel and Tic Tac Boxes</B></A><B>   |   </B><A HREF="id85.htm" TARGET="_top" TITLE="Cybercrime and Terrorism"><B>Cybercrime and Terrorism</B></A><B>   |   </B><A HREF="id86.htm" TARGET="_top" TITLE="Officers Statements to Suspects"><B>Officers' Statements to Suspects</B></A><B>   |   </B><A HREF="id88.htm" TARGET="_top" TITLE="Civil Remedies for Crime Victims"><B>Civil Remedies for Crime Victims</B></A><B>   |   </B><A HREF="id89.htm" TARGET="_top" TITLE="Officer Turnover"><B>Officer Turnover</B></A><B>   |   </B><A HREF="id90.htm" TARGET="_top" TITLE="Newsletter Archives"><B>Newsletter Archives</B></A><B>   |   </B><A HREF="id96.htm" TARGET="_top" TITLE="Police Pursuits: Book Review"><B>Police Pursuits: Book Review</B></A><B>   |   </B><A HREF="id98.htm" TARGET="_top" TITLE="Police Pursuits: Reforming the Law"><B>Police Pursuits: Reforming the Law</B></A><B>   |   </B><B>Managing Office Politics</B><B>   |   </B><A HREF="id104.htm" TARGET="_top" TITLE="K9 Effectiveness"><B>K9 Effectiveness</B></A><B>   |   </B><A HREF="id105.htm" TARGET="_top" TITLE="Preventing Workplace Crime"><B>Preventing Workplace Crime</B></A><B>   |   </B><A HREF="id109.htm" TARGET="_top" TITLE="Perception and Change in Law Enforcement"><B>Perception and Change in Law Enforcement</B></A><B>   |   </B><A HREF="id114.htm" TARGET="_top" TITLE="Entrapment Problems in Handling Informan"><B>Entrapment Problems in Handling Informants </B></A><B>   |   </B><A HREF="id118.htm" TARGET="_top" TITLE="Terrorism: Target Selection and Symbolis"><B>Terrorism: Target Selection and Symbolism</B></A></div> <div> </div> </td> </tr><tr> <td valign="top" width=210 BGCOLOR="#FFCC66" TEXT="#080000"> <div> <B>Summary</B></div> <div> <B>This article explores the role of the first line supervisor in improving communication, addressing perceived unmet needs and acknowledging office politics.  The article is based on concepts presented in the book, </B><I><B>First Line Supervision</B></I><B>, by Thetford and Harris.  This book is available online through ICJE.</B></div> <bR> <div> <B>For more information, you may contact the author at</B></div> <div> <A HREF="mailto:lharris@faulkner.edu" TARGET="_top" TITLE="mailto:lharris@faulkner.edu"><B><U>lharris@faulkner.edu</U></B></A></div> <bR> <div> <A HREF="id37.htm" TARGET="_top" TITLE="ICJE Articles"><B>Return to Articles</B></A></div> <bR> <div> <B>ICJE articles have been prepared for educational and information purposes only. They are not intended to be published as  legal advice or legal opinion about any specific subject matter. Transmission of this ICJE information is not intended to create, and receipt does not constitute, a lawyer-client relationship between the author(s),   ICJE and  the reader. The opinions expressed in the articles found herein are those of the author(s), and not necessarily those of ICJE. Officers and departments should review any proposed change in policy or procedure with the appropriate professional authority or advisor prior to implementation. All articles may be reproduced and distributed free of charge with attribution.</B></div> </td> <td valign="top" height=398 width="100%" BGCOLOR="#FFFFFF" TEXT="#080000"> <div> <I>Managing Office Politics</I></div> <bR> <bR> <div> <B>Managing Office Politics</B></div> <bR> <div> <B> </B><FONT SIZE="3" COLOR="#0000FF" FACE="Arial" ><B>by Dr. Lou Harris</B></FONT></div> <bR> <bR> <div> This article is written from the perspective of a first line supervisor in a law enforcement agency.  However, the problems identified and recommended supervisory responses may be applied to most criminal justice organizations.  This article is taken from material in the book, <I><B>First Line Supervision</B></I>, written by Robert Thetford and Lou Harris.</div> <bR> <div>  </div> <div> Politic - an adjective meaning shrewdly judicious in support of an aim (Webster's Encyclopedic Dictionary, 1990).  </div> <bR> <div> Politic - synonyms include cunning, wise, foxy, expedient, crafty, subtle, calculating (Bolander, 1981).</div> <bR> <div> Consider these definitions as you read the following events in the life of the Bamaville Police Department.</div> <bR> <div> <B>Scenario #1</B></div> <div> Sergeant Tom Aloof is a 10-year veteran currently assigned to third shift.  Sgt. Aloof detests idle gossip and has threatened to take administrative action against any of his officers who spread rumors.  After roll call, Sgt. Aloof usually sits in his office and avoids contact with the troops.  When an officer has a problem, Sgt. Aloof is the last to know.  Officers frequently talk about Sgt. Aloof behind his back but are reluctant to talk with him except to relay required information.</div> <bR> <div> <B>Scenario #2</B></div> <div> Patrol Officer Excel is a hard worker and volunteers for overtime whenever the opportunity arises.  Recently, one of Officer Excel's coworkers was promoted to the detective division.  Rumors immediately alleged that Excel should have been selected but was passed over because the other officer had the “right connections to the front office.”   The talk among officers was that this promotion was unfair but confirmed the old adage, “It's not what you know, it's who you know.”</div> <bR> <div> <B>Scenario #3</B></div> <div> Lt. Debonair, a friendly and gregarious person, spends a few moments each day talking with key support personnel such as the Chief's secretary and the personnel director.  Lt. Debonair always seems to know what is going on and is usually in the right place at the right time.  He is only an eight-year veteran and has rapidly risen through the ranks.  Some officers think Debonair is a “brown-noser” who has used his political skills to achieve promotion without experience or job skills.</div> <bR> <div> What is the common thread in these three scenarios?  Answer: Workplace politics is alive and well in the Bamaville Police Department.  Like it or not, workplace politics occurs in all organizations.  It is part of an organization's nature and cannot be eliminated.  However, it can be managed by an alert and politically-minded supervisor who understands the political nature of his or her workplace.  Here are some common causes of political games and how an effective supervisor can employ damage control.</div> <bR> <div> <B>Poor Communication</B></div> <div>      Most law enforcement agencies have a traditional chain of command structure in which orders flow downward and information flows upward.  The chief informs his staff (midlevel managers) of policies and procedures and the managers pass instructions to their units and squads.  As information is received or developed at the street level, data is passed through the chain of command back to the chief who uses it to make command decisions.  This communications model has served the military well for centuries and has been adopted in whole or part by most law enforcement agencies.</div> <bR> <div> One problem that may occur with the traditional communications model is that employees do not always just relay information on a need-to-know basis.  When there is an information vacuum, the rumor mill (also known as water cooler gossip or the grapevine) is activated by employees.  A notable quote I recall from the FBI Academy is  “Fish gotta swim, birds gotta fly, and people gotta talk.”      </div> <bR> <div> The grapevine generally spreads half-truths and misinformation.  Employees who are “not in the loop” will listen to anything or anyone who seems to know what is happening within the department.  To the detriment of organization credibility and productivity, many rumors have severely harmed personal reputations and caused low morale.</div> <bR> <div> The Supervisory Fix: To the extent that it is possible, supervisors should share information with their subordinates.  Weekly, if not daily, meetings should include “nice-to-know” information as well as “need-to-know” orders, policies and procedures.  Information that is hoarded by supervisors in order to maintain power over employees will be subject to the grapevine and have an overall negative impact on the organization.   </div> <bR> <div> <B>Unmet Needs</B></div> <div> When an employee feels that he or she has not received recognition for a job well done, authority to perform an assigned task or compensated in an equitable manner, the rumor mill is activated.  Misery loves company and the problem begins to fester.  Soon employees who were marginally dissatisfied with recognition, authority or compensation add to the rumors and infect the entire organization.</div> <bR> <div> The Supervisory Fix: Supervisors must stay tuned to the needs of their subordinates.  Many perceived needs are, in fact, unjustified and unrealistic.  Consistent and public recognition of above average performance creates loyalty and appreciation that translates into job satisfaction.  When an employee is given a specific responsible, he or she must be given the resources and authority to accomplish the task.  To do otherwise creates a no-win situation with low morale.    </div> <bR> <div> <B>Ignoring Politics</B></div> <div> Some supervisors pretend that office politics do not exist or that they are above “playing the game.”  They sit in their offices or maintain a formal distance from subordinates believing that the grapevine does not exist or that rumors are harmless.  </div> <bR> <div> The Supervisory Fix: Politics is a fact of life in all organizations.  The supervisory challenge is to effectively manage rumors, address perceived unmet needs, and acknowledge that office politics exists. Supervisors must get to know their subordinates so that a constant flow of information exists between mangers and employees.  By acknowledging that politics do exist, supervisors can replace rumors with facts.</div> <bR> <div> <I><B>Conclusion</B></I></div> <div> In this article the political aspects of poor communication, not addressing unmet needs, and ignoring politics has been briefly explored and suggestions made for managers. Canadian Prime Minister Pierre Elliot Trudeau once said, “The essential ingredient of politics is timing.”  Trudeau's observation is particularly fitting for the first line supervisor - without early awareness and intervention, office politics may inflict irreparable damage to an organization.  The first line supervisor plays a significant role in managing office politics.</div> <bR> <bR> <bR> <bR> <bR> <bR> <bR> <bR> <bR> <bR> <bR> <bR> <div>    <script src="http://hits.icdirect.com/pgTracker.asp?wsID=89&hz=HZ0029&ctr=343"></script> <A href="http://whozOnTop.com"> </A>   </div> <bR> <bR> <bR> </td> </tr></table></body>