Manchester Metropolitan University's Research Repository

    Lies, damned lies and organisational politics

    Curtis, Susan (2003) Lies, damned lies and organisational politics. Industrial and commercial training, 35 (7). pp. 293-297. ISSN 0019-7858

    File not available for download.


    Compares the concepts of lies and organisational politics in order to unpick the similarities and differences between the two terms. Similarities involve the advantages of deception and organisational politics, which maintain relationships within the organisation in the short term through the use of measures such as diplomacy and tact. The disadvantages are that trust and co-operation are adversely affected when the deception is discovered. The difference between the concepts is that, whilst deception is a vital ingredient in organisational politics, organisational politics is a wider concept and involves a greater variety of behaviours. A politically charged organisation faces reduced job satisfaction, increased anxiety and stress, increased turnover and reduced performance. An organisation suffering from a politically charged climate requires managers who need socialised power and are prepared to lead with integrity.

    Impact and Reach


    Activity Overview
    6 month trend
    6 month trend

    Additional statistics for this dataset are available via IRStats2.


    Repository staff only

    Edit record Edit record