This research aims to understand the phenomenon of political maneuvering of managers in government organizations. The present research is applied in terms of purpose and exploratory in nature. The statistical population includes managers of government organizations in Kermanshah, which were conducted with theoretical sampling 15 semi-structured interviews until theoretical saturation was reached. Guided interviews were used to collect data, and participatory validity and peer review were used for reliability between the two coders. The research findings showed that the political maneuvering pattern has 6 main components including the central phenomenon (coalition networking, links power sources, information capture, illegal behavior, influence mechanism, disruption), causal conditions (individual factors, job factors, weak organizational structure, personality helplessness, organizational injustice, covert communications, organizational lobbying), Conducive factors (weak culture, hypocritical environment, rigid rules, political appointments, power inequality, dominance of bargaining thinking), moderating factors (gender, creating moral obligations, personality type, organizational silence, individual needs, pressure tactics), strategies (unworthy appointments, flattery and spying, bold politics, informal coalition), The consequences (decreased innovation, increased sabotage, reduced effectiveness, administrative corruption, increased conflict) have been formed. results of this research show that political maneuvering by managers is one of the most important disadvantages of the current system of appointments in government agencies.