to discuss the role of politics in organisations where he states " political behavior in an organization could be desirable or undesirable". Armstrong also points out how politics can be destructive in an organisation, mentioning behaviour such as secret meetings and hidden decisions as well as excessive and counter-productive lobbying. In this article I will first describe and will clarify the term management. After that the political process will be depicted. The purpose of this article is to discuss the management as a part of the political process.

The Concise English Dictionary includes the definition of politics as 'prudent and sagacious as well as crafty, scheming and artful'. This implies politics as having both well meaning characteristics in addition to another more sinister side. Political processes tend to take place in democracies where no single body has absolute power. To determine the best way forward groups of individuals with differing views compete to have their ideas adopted as policy. The political process consists of constructive debate and argument between these groups followed by some form of voting system to identify which view has the majority support. During this process it is inevitable that other forms of pressure will be brought to bear apart from just simple academic argument. For example allegiances are often formed behind the scenes on a "if you scratch my back I'll scratch yours" basis. This interpretation of a 'political process' is supported by Kakabadse in Armstrong who states that 'politics is a process, that of influencing individuals and groups of people to your point of view, where you cannot rely on authority'. He also goes on to discuss the role of politics in organisations where he states " political behavior in an organization could be desirable or undesirable". Armstrong also points out how politics can be destructive in an organisation, mentioning behaviour such as secret meetings and hidden decisions as well as excessive and counter-productive lobbying.

ng and artful'. This implies politics as having both well meaning characteristics in addition to another more sinister side. Political processes tend to take place in democracies where no single body has absolute power. To determine the best way forward groups of individuals with differing views compete to have their ideas adopted as policy. The political process consists of constructive debate and argument between these groups followed by some form of voting system to identify which view has the majority support. During this process it is inevitable that other forms of pressure will be brought to bear apart from just simple academic argument. For example allegiances are often formed behind the scenes on a "if you scratch my back I'll scratch yours" basis. This interpretation of a 'political process' is supported by Kakabadse in Armstrong who states that 'politics is a process, that of influencing individuals and groups of people to your point of view, where you cannot rely on authority'. He also goes on to discuss the role of politics in organisations where he states " political behavior in an organization could be desirable or undesirable". Armstrong also points out how politics can be destructive in an organisation, mentioning behaviour such as secret meetings and hidden decisions as well as excessive and counter-productive lobbying. icy. The political process consists of constructive debate and argument between these groups followed by some form of voting system to identify which view has the majority support. During this process it is inevitable that other forms of pressure will be brought to bear apart from just simple academic argument. For example allegiances are often formed behind the scenes on a "if you scratch my back I'll scratch yours" basis. This interpretation of a 'political process' is supported by Kakabadse in Armstrong who states that 'politics is a process, that of influencing individuals and groups of people to your point of view, where you cannot rely on authority'. He also goes on to discuss the role of politics in organisations where he states " political behavior in an organization could be desirable or undesirable". Armstrong also points out how politics can be destructive in an organisation, mentioning behaviour such as secret meetings and hidden decisions as well as excessive and counter-productive lobbying. often formed behind the scenes on a "if you scratch my back I'll scratch yours" basis. This interpretation of a 'political process' is supported by Kakabadse in Armstrong who states that 'politics is a process, that of influencing individuals and groups of people to your point of view, where you cannot rely on authority'. He also goes on to discuss the role of politics in organisations where he states " political behavior in an organization could be desirable or undesirable". Armstrong also points out how politics can be destructive in an organisation, mentioning behaviour such as secret meetings and hidden decisions as well as excessive and counter-productive lobbying. to discuss the role of politics in organisations where he states " political behavior in an organization could be desirable or undesirable". Armstrong also points out how politics can be destructive in an organisation, mentioning behaviour such as secret meetings and hidden decisions as well as excessive and counter-productive lobbying. On the other hand he also illustrates the legitimate use of politics and presents a case where a personnel director set about influencing people indirectly to get a proposal accepted at a board meeting knowing there would be opposition.

With respect to management there have been many definitions put foreword over the years. Fayol in Martin whose work on management dates back to 1916, saw management as an activity. He identified five aspects to it; planning, organising, commanding, coordinating and controlling. More recently in 1941 Follet in Sturdy states it as being 'the art of getting things done through people'. The benefits of this definition as suggested by Sturdy are that it suggests the concept of management as an art by combining the idea of achieving something tangible, whilst involving the human dimension. On the other hand he also critiques this definition as he says it lacks rational techniques, does not include non human resources, the management of consumers or any political aspects to management.

Child describes the definition of management as being a muddle but refers to it as having three interrelated aspects; an activity, an ideology and an elite social grouping. Here we are beginning to see evidence of a change in viewpoint of what management is thought to entail. It is perceived to be less focussed on cont