1. Was organizational politics evident in the events described in this case? If so, what were the characteristics of those actions that identified them as organizational politics?

ORGANIZATIONAL BEHAVIOR: EMERGING KNOWLEDGE. GLOBAL REALITY production specifications ready on time and if the sales director would stop making wild delivery promises to customers. When Doc's revised design specs arrived more than a week later, Choy's group discovered numerous incompatibilities that had to be corrected. Even though several ESD staff were assigned to 12-hour days on the revisions, the final production specifications weren't ready until a couple of days after the deadline. Production returned these specs two days later, noting a few elements that required revision because they were too costly or difficult to manufacture in their current form. By that time, the production director had to give priority to other jobs and moved the new hearing aid product further down the queue. This meant that manufacturing of the new product was delayed by at least two months. The sales director was furious and implied that Frank Choy's incompetence was to blame for this catastrophe. Discussion Questions 1. What sources and contingencies of power existed among the executives and departments at Resonus? 2. What influence tactics were evident in this case study? Would you define any of these influence activities as organizational politics? Why or why not? 3. Suppose you are a consultant invited to propose a solution to the product delay problems facing this organization. What would you recommend, particularly regarding power dynamics among the executives and departments? CASE STUDY: JP MORGAN'S WHALE By Steven L. McShane, University of Newcastle (Australia) JP Morgan Chase & Co. suffered a $7 billion loss (plus another $1 billion in government fines) from highly speculative investments by a handful of traders in its London office. The ill-fated trades occurred in JP Morgan's chief investment office (CIO), a special unit whose