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Managing With Power: Politics and Influence in Organizations

Book Description

Although much as been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation--how to get things done in a timely and effective way. Problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. Managing With Power provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. He provides an intriguing look at the personal attributes—such as flexibility, stamina, and a high tolerance for conflict—and the structural factors—such as control of resources, access to information, and formal authority—that can help managers advance organizational goals and achieve individual success.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Table of Contents
  4. Acknowledgments
  5. PART I - Power in Organizations
    1. 1 - Decisions and Implementation
      1. POWER IN ORGANIZATIONS
      2. OUR AMBIVALENCE ABOUT POWER
      3. AN ALTERNATIVE PERSPECTIVE ON DECISION MAKING
      4. WAYS OF GETTING THINGS DONE
      5. THE MANAGEMENT PROCESS: A POWER PERSPECTIVE
    2. 2 - When Is Power Used?
      1. OCCURRENCE OF POWER AND INFLUENCE ACTIVITIES
      2. INTERDEPENDENCE
      3. DIFFERENCES IN POINT OF VIEW
      4. IMPORTANCE OF THE ISSUE
      5. SOME IMPLICATIONS FOR CAREER PLANNING
    3. 3 - Diagnosing Power and Dependence
      1. DEFINING RELEVANT POLITICAL SUBUNITS
      2. ASSESSING THE POWER OF SUBDIVISIONS
  6. PART II - Sources of Power
    1. 4 - Where Does Power Come From?
      1. PERSONAL ATTRIBUTES AS SOURCES OF POWER
      2. STRUCTURAL SOURCES OF POWER
      3. THE FIT BETWEEN SITUATIONAL REQUIREMENTS AND PERSONAL TRAITS
    2. 5 - Resources, Allies, and the New Golden Rule
      1. CREATING RESOURCES
      2. CONTROL OF RESOURCE ALLOCATION AND USE
      3. HOW RESOURCES BECOME IMPORTANT
      4. IMPLICATIONS FOR ACQUIRING POWER
      5. ALLIES
    3. 6 - Location in the Communication Network
      1. EVIDENCE ON COMMUNICATION STRUCTURES
      2. TASK INTERDEPENDENCE
      3. BECOMING CENTRAL
    4. 7 - Formal Authority, Reputation, and Performance
      1. FORMAL POSITION AND AUTHORITY
      2. REPUTATION
      3. PERFORMANCE
      4. SOME IMPLICATIONS FOR DEVELOPING POWER
    5. 8 - The Importance of Being in the Right Unit
      1. UNITY: SPEAKING WITH ONE VOICE
      2. SOLVING CRITICAL PROBLEMS
      3. BEING IRREPLACEABLE
      4. THE PERVASIVENESS OF ACTIVITY AND INVOLVEMENT
      5. SUMMARY
    6. 9 - Individual Attributes as Sources of Power
      1. ENERGY AND PHYSICAL STAMINA
      2. FOCUS
      3. SENSITIVITY TO OTHERS
      4. FLEXIBILITY
      5. ABILITY TO TOLERATE CONFLICT
      6. SUBMERGING ONE’S EGO AND GETTING ALONG
      7. SUMMARY
  7. PART III - Strategies and Tactics for Employing Power Effectively
    1. 10 - Framing: How We Look at Things Affects How They Look
      1. CONTRAST
      2. THE COMMITMENT PROCESS
      3. SCARCITY
      4. HOW ISSUES ARE FRAMED
    2. 11 - Interpersonal Influence
      1. SOCIAL PROOF AND INFORMATIONAL SOCIAL INFLUENCE
      2. LIKING AND INGRATIATION
      3. INFLUENCE THROUGH EMOTIONS
      4. CONCLUSION
    3. 12 - Timing Is (Almost) Everything
      1. BEING EARLY AND MOVING FIRST
      2. DELAY
      3. THE WAITING GAME
      4. DEADLINES
      5. ORDER OF CONSIDERATION
      6. PROPITIOUS MOMENTS
    4. 13 - The Politics of Information and Analysis
      1. THE NEED FOR THE APPEARANCE OF RATIONALITY
      2. THE LIMITS OF FACTS AND ANALYSIS
      3. SELECTIVE USE OF INFORMATION
      4. WHY THERE IS OFTEN NO LEARNING
    5. 14 - Changing the Structure to Consolidate Power
      1. DIVIDE AND CONQUER: MANAGING INDEPENDENT POWER CENTERS
      2. THE EXPANSION OF ONE’S DOMAIN
      3. TASK FORCES AND COMMITTEES
    6. 15 - Symbolic Action: Language, Ceremonies, and Settings
      1. RATIONALITY AND EMOTION
      2. POLITICAL LANGUAGE
      3. CEREMONIES
      4. SETTINGS
  8. PART IV - Power Dynamics: How Power Is Lost and How Organizations Change
    1. 16 - Even the Mighty Fall: How Power Is Lost
      1. TIMES CHANGE—PEOPLE DON’T
      2. EASY COME, EASY GO
      3. PRIDE, PRIVILEGE, AND PATIENCE
      4. TIME PASSES
    2. 17 - Managing Political Dynamics Productively
      1. THE POLITICS OF CAREER DYNAMICS
      2. PROBLEMS WITH POWER DYNAMICS
      3. POWER AND PERFORMANCE
    3. 18 - Managing with Power
  9. NOTES
  10. BIBLIOGRAPHY
  11. INDEX
  12. About the Author