Nepotism can be briefly expressed as showing favoritism to relatives. For this reason, this concept is also referred to as “kinfolk privilege” in some Turkish sources. Although the concept was first used in the Middle Ages, it can be said that the existence of nepotist practices dates back to the first human being due to the instinct of human beings to protect their genes. Although nepotist behaviors have an instinctive dimension; determinants such as society, economy, culture, the structure of the organization and education have a great impact on the emergence of nepotism and the ways it is applied. Although it is more common in some societies and conditions, this type of favoritism, which can be encountered in all types of societies and under all conditions, should be taken into consideration by managers and employees. Because this type of behavior can have important consequences. It has been determined that nepotism has positive consequences especially on a small number of family members, but has significant negative effects on employees who are not family members and on the organization as a whole. It is essential that managers are trained on how important these negative effects can be and understand how such favoritism can be managed. This section of the book covers other types of favoritism similar to nepotism, the reasons for nepotism, the effects it can create, and how nepotism can be managed against negative effects. It is undoubtedly of great importance for employees and especially managers to examine and understand this information about nepotism in terms of managing nepotic behaviors that can occur frequently and under any circumstances.