ABSTRACT
The field of organizational power and politics, in terms of covert practices, has evolved considerably in recent decades. The true nature of micropolitics was defined by Ambrose Bierce as a clash of interests masquerading as a context of principles. It is also evident in the political power and strategies of individuals and groups in protecting their interests, which Pettigrew argues to explain decision making, falling into four categories: norms that do not recognize the outsider's qualifications, protective myths, secrecy, and control over the recruitment and training of staff. The informal structure consists of groups that operate more or less clandestinely within the workplace setting, limiting their membership temporarily either to create a sense of belonging and membership, often for protection, or to pursue a covert end in the politics of the organization.
