MARC Record from marc_columbia

LEADER: 04835cam a2200421 a 4500
001 1056442
005 20220601202122.0
008 920116t19921992mau b 001 0 eng
010 $a 91026237
020 $a087584314X (alk. paper)
020 $a0875844405 (pbk)
020 $a9780875844404 (pbk)
035 $a(OCoLC)ocm24247268
035 $a(CStRLIN)NYCG92-B4266
035 $9AFW8196CU
035 $a(NNC)1056442
035 $a1056442
040 $aDLC$cDLC$dDLC$dOrLoB-B
050 00 $aHD30.23$b.P47 1992
082 00 $a658.4/095$220
090 $aHD30.23$b.P47 1992
100 1 $aPfeffer, Jeffrey.$0http://id.loc.gov/authorities/names/n79021620
245 10 $aManaging with power :$bpolitics and influence in organizations /$cJeffrey Pfeffer.
260 $aBoston, Mass. :$bHarvard Business School Press,$c[1992], ©1992.
300 $aviii, 391 pages ;$c24 cm
336 $atext$2rdacontent
337 $aunmediated$2rdamedia
338 $avolume$2rdacarrier
504 $aIncludes bibliographical references (p. 367-377) and index.
505 00 $gPt. I.$tPower in Organizations --$g1.$tDecisions and Implementation --$g2.$tWhen Is Power Used? --$g3.$tDiagnosing Power and Dependence --$gPt. II.$tSources of Power --$g4.$tWhere Does Power Come From? --$g5.$tResources, Allies, and the New Golden Rule --$g6.$tLocation in the Communication Network --$g7.$tFormal Authority, Reputation, and Performance --$g8.$tThe Importance of Being in the Right Unit --$g9.$tIndividual Attributes as Sources of Power --$gPt. III.$tStrategies and Tactics for Employing Power Effectively --$g10.$tFraming: How We Look at Things Affects How They Look --$g11.$tInterpersonal Influence --$g12.$tTiming Is (Almost) Everything --$g13.$tThe Politics of Information and Analysis --$g14.$tChanging the Structure to Consolidate Power --$g15.$tSymbolic Action: Language, Ceremonies, and Settings --$gPt. IV.$tPower Dynamics: How Power Is Lost and How Organizations Change --$g16.$tEven the Mighty Fall: How Power Is Lost --$g17.$tManaging Political Dynamics Productively --$g18.$tManaging with Power.
520 1 $a"Although much has 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. Stanford Business School Professor Jeffrey Pfeffer argues that 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. Power is often disparaged, yet Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples from Lyndon Johnson and Henry Kissinger to John Sculley and Henry Ford, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. And he provides a fascinating 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." "Pfeffer begins his comprehensive evaluation of power by helping managers recognize situations that involve the use of power, and shows how to identify the principal actors and their likely points of view. He then looks at the different sources of power, and explains why some organizations and people use power more effectively than others. Next, he explores the specific strategies and tactics through which power and influence are used--how they help managers achieve tangible results. And finally, he considers issues of power dynamics: how power is lost, the role of power in the process of organizational change, and the positive and negative consequences of power for organizations." "Politics and influence, the mechanisms by which power is realized, are unavoidable components of any business--indeed, any organization. Pfeffer shows that by understanding where power comes from and how it can be used effectively, managers can help their organizations, and themselves, "achieve great things.""--BOOK JACKET.
650 0 $aDecision making.$0http://id.loc.gov/authorities/subjects/sh85036199
650 0 $aPower (Social sciences)$0http://id.loc.gov/authorities/subjects/sh85105976
650 0 $aOrganizational behavior.$0http://id.loc.gov/authorities/subjects/sh85095524
852 00 $bleh$hHD30.23$i.P47 1992
852 00 $bleh$hHD30.23$i.P47 1992
852 00 $bmil$hHD30.23$i.P47 1992
852 00 $bmil$hHD30.23$i.P47 1992