000			04173cam a2200361 a 4500
003			OSt
005			20250922093256.0
008			910725s1992 mau b 001 0 eng
020			_a087584314X (alk. paper)
020			_a9780875843148 (alk. paper)
020			_a0071033602
020			_a9780071033602
020			_a0875844405
020			_a9780875844404
040			_aKUSN _beng _cKUSN _dKUSN _erda
050	0	0	_aHD30.23 _b.P47 1992
100	1		_aPfeffer, Jeffrey. _98281
245	1	0	_aManaging with power : _bpolitics and influence in organizations / _cJeffrey Pfeffer.
260			_aBoston, Mass. : _bHarvard Business School Press, _cc1992.
300			_aviii, 391 p. : _c24 cm.
504			_aIncludes bibliographical references (p. 367-377) and index.
505	0		_aCONTENTS Decisions and implementation -- When is power used? -- Diagnosing power and dependence -- Where does power come from? -- Resources, allies, and the new golden rule -- Location in the communication network -- Formal authority, reputation, and performance -- The importance of being in the right unit -- Individual attributes as sources of power -- Framing : how we look at things affects how they look -- Interpersonal influence -- Timing is (almost) everything -- The politics of information and analysis -- Changing the structure to consolidate power -- Symbolic action : language, ceremonies, and settings -- Even the mighty fall : how power is lost -- Managing political dynamics productively -- Managing with power.
520			_aAlthough 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.
520			_anot 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.
520			_adone 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.
520			_ahow 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.
520			_achange, 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."
650		0	_aDecision making. _9755
650		0	_aPower (Social sciences) _92582
650		0	_aOrganizational behavior. _91931
776	0	8	_iOnline version: _aPfeffer, Jeffrey. _tManaging with power. _dBoston, Mass. : Harvard Business School Press, c1992 _w(OCoLC)755264898
942			_2lcc _cBK
999			_c5041 _d5041