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| power play jeffrey pfeffer: 7 Rules of Power Jeffrey Pfeffer, 2022-06-07 If you want to 'change lives, change organizations, change the world,' the Stanford business school's motto, you need power. Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don't blame the tool for how some people used it. Rooted firmly in social science research, Pfeffer's 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance. With 7 Rules of Power, you'll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world. |
| power play jeffrey pfeffer: Managing With Power Jeffrey Pfeffer, 1993-11-12 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. |
| power play jeffrey pfeffer: Leadership BS: Fixing Workplaces and Careers One Truth at a Time Jeffrey Pfeffer, 2015 |
| power play jeffrey pfeffer: The Human Equation Jeffrey Pfeffer, 1998 Criticizes many common personnel management practices, and argues that policies such as job security and fair compensation result in greater profits in the long run. |
| power play jeffrey pfeffer: Hard Facts, Dangerous Half-Truths, and Total Nonsense Jeffrey Pfeffer, Robert I. Sutton, 2006-02-14 The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management “wisdom” isn’t wise at all—but, instead, flawed knowledge based on “best practices” that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held—but ultimately flawed—management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life—and shows how to finally turn this common sense into common practice. |
| power play jeffrey pfeffer: Political Savvy Joel R. DeLuca, 1999 |
| power play jeffrey pfeffer: Dying for a Paycheck Jeffrey Pfeffer, 2018-03-20 In one survey, 61 percent of employees said that workplace stress had made them sick and 7 percent said they had actually been hospitalized. Job stress costs US employers more than $300 billion annually and may cause 120,000 excess deaths each year. In China, 1 million people a year may be dying from overwork. People are literally dying for a paycheck. And it needs to stop. In this timely, provocative book, Jeffrey Pfeffer contends that many modern management commonalities such as long work hours, work-family conflict, and economic insecurity are toxic to employees—hurting engagement, increasing turnover, and destroying people’s physical and emotional health—and also inimical to company performance. He argues that human sustainability should be as important as environmental stewardship. You don’t have to do a physically dangerous job to confront a health-destroying, possibly life-threatening, workplace. Just ask the manager in a senior finance role whose immense workload, once handled by several employees, required frequent all-nighters—leading to alcohol and drug addiction. Or the dedicated news media producer whose commitment to getting the story resulted in a sixty-pound weight gain thanks to having no down time to eat properly or exercise. Or the marketing professional prescribed antidepressants a week after joining her employer. In Dying for a Paycheck, Jeffrey Pfeffer marshals a vast trove of evidence and numerous examples from all over the world to expose the infuriating truth about modern work life: even as organizations allow management practices that literally sicken and kill their employees, those policies do not enhance productivity or the bottom line, thereby creating a lose-lose situation. Exploring a range of important topics including layoffs, health insurance, work-family conflict, work hours, job autonomy, and why people remain in toxic environments, Pfeffer offers guidance and practical solutions all of us—employees, employers, and the government—can use to enhance workplace wellbeing. We must wake up to the dangers and enormous costs of today’s workplace, Pfeffer argues. Dying for a Paycheck is a clarion call for a social movement focused on human sustainability. Pfeffer makes clear that the environment we work in is just as important as the one we live in, and with this urgent book, he opens our eyes and shows how we can make our workplaces healthier and better. |
| power play jeffrey pfeffer: The Power Paradox Dacher Keltner, 2016 A concise, paradigm-shifting account of the power dynamics that shape everyday life - from the board room to the dinner table, the playground to the bedroom. The Machiavellian view of power as a coercive force is one of the deepest currents in our culture, yet new psychological research reveals this vision to be dead wrong. Influence is gained instead through social intelligence and empathy - but ironically the seductions of power make us lose the very qualities that made us powerful in the first place. By drawing on fascinating case studies that debunk longstanding myths, Dacher Keltner illuminates this 'power paradox', revealing how it shapes not just boardrooms and elections but everyday relationships, and affects whether or not we will have an affair, break the law or find our purpose in life |
| power play jeffrey pfeffer: Take Back Your Power Deborah Liu, 2022-08-09 You can't make the world fair, but you can take back your power. As a woman in Silicon Valley who worked her way to the top of the corporate ladder--she's a former VP at Facebook and the current president and CEO of Ancestry--Deborah Liu knows firsthand the challenges and obstacles in the workplace that keep the deck stacked against women in the workplace . . . and the ways to overcome them. For every woman who grew up competing on the uneven playing field, who is told she is too aggressive, assertive, dramatic, or emotional, this book is the battle cry you need to learn to thrive within the system that exists today, even if it's not the one we wish it were. Take Back Your Power presents both hard data and Liu's personal experiences from twenty years as a woman leader in the male-dominated tech industry to help you: Find your voice, learn how to ask, and achieve what you want in a system that isn't fair and wasn't created for you Debunk the negative connotations of power and harness it for your own success Discover how to be heard, seen, and taken more seriously at work by getting out of your own way Overcome the lie that success is only achieved alone by finding the four types of allies you need to reach your goals Become a great leader without losing yourself in the process You have the power to change the future of work for yourself--and for women everywhere. |
| power play jeffrey pfeffer: Politics in Organizations Gerald R. Ferris, Darren C. Treadway, 2012-04-27 This edited volume in the SIOP Frontiers series is one of the first to look at the psychological factors behind politics and power in organizations. Noted contributors from schools of management, psychology, sociology and political science look at the theory, research, methodology and ethical issues related to organizational politics and climates. The book is divided into three parts: Part 1 looks at the historical evolution of the field; Part 2 integrates organizational politics with important organizational behavior constructs and/or areas of inquiry, for example in the chapter by Lisa Leslie and Michele Gelfand which discusses the implications of cross-cultural politics on expatriates and within cross-national mergers; and Part 3 focuses on individual differences and organizational politics, focusing on the nature of political relationships. |
| power play jeffrey pfeffer: Understanding Power and Leadership in Higher Education Mark Kretovics, 2019-11-28 Within higher education, power is often perceived negatively. Rather than avoiding the idea of power, this book explores the importance of embracing and effectively engaging power to affect positive change on campus. Understanding Power and Leadership in Higher Education gives college and university administrators the tools to understand the relationship between leadership, power, and influence within higher education. Highlighting real stories of effective college and university administrators, this book helps readers understand and analyze the use of power, preparing leaders for the realities of today’s administrative environment. |
| power play jeffrey pfeffer: Survival of the Savvy Rick Brandon, Marty Seldman, 2004-12-06 Two of the nation's most successful corporate leadership consultants now reveal their proven, systematic program for using the power of high-integrity politics to achieve career success, maximize team impact, and protect the company's reputation and bottom line. Each day in business, a corporate version of survival of the fittest is played out. Power plays, turf battles, deceptions, and sabotages block individuals' career progress and threaten companies' resources and results. In Survival of the Savvy, Rick Brandon and Marty Seldman provide ethical but street-smart strategies for navigating corporate politics to gain impact with integrity, helping readers to: -Identify political styles at work through the Style Strengths Finder, and avoid being under or overly political -Discover the corporate buzz on you, and manage the corporate airwaves -Decipher unwritten company rules and protect yourself from sabotage and hidden agendas -Build key networks to promote yourself and your ideas with integrity -Learn to detect deception and filter misleading information -Increase your team's organizational savvy, influence, and impact -Gauge the political health of the company and forge a high-integrity political culture In addition, Survival of the Savvy helps individuals discover and overcome their own political blind spots and vulnerabilities. They learn step-by-step methods to avoid being underestimated or denied full recognition for their achievements. It shows them how to put forward their ideas and advance their careers in an ethical manner, with a high level of political awareness and skill. After reading this book, you will never have to say, I didn't see it coming. Organizational savvy is a mission-critical competency for the complete leader. This timely and timeless book provides cutting-edge strategies and skills for surviving and thriving as you build individual and company success. |
| power play jeffrey pfeffer: Power in Organizations Jeffrey Pfeffer, 1981 Understanding the role of power in decision making; Assessing power in organizations; Conditions for the use of power; Sources of power in organizations; Political strategies and tactics; Political language and symbols: mobilizing suppert and quieting opposition; Power in use; Perpetuating power; Power, politics and management. |
| power play jeffrey pfeffer: New Directions for Organization Theory Jeffrey Pfeffer, 1997 Pfeffer argues that the world of organizations has changed in several important ways, including the increasing externalization of employment and the growing use of contingent workers; the changing size distribution of organizations, with a larger proportion of smaller organizations; the increasing influence of external capital markets on organizational decision-making and a concomitant decrease in managerial autonomy; and increasing salary inequality within organizations in the US compared both to the past and to other industrialized nations. These changes and their public policy implications make it especially important to understand organizations as social entities. But Pfeffer questions whether the research literature of organization studies has either addressed these changes and their causes or made much of a contribution to the discussion of public policy. |
| power play jeffrey pfeffer: Readings in Managerial Psychology Harold J. Leavitt, Louis R. Pondy, David M. Boje, 1989 With more than half the papers new to this book, the fourth edition of Readings in Managerial Psychology represents a substantial revision of this popular text. This edition focuses more than ever on the managing process, both within and between organizations, and such soft issues as managing creativity and imagination, managers' values and beliefs, and organizational culture play a larger role than they have before. Readings in Managerial Psychology is designed for managers in business and industry, students of management, public and university administrators, and executives in other organizations. The collection can be used independently or as a companion volume to Harold J. Leavitt and Homa Bahrami's Managerial Psychology: Managing Behavior in Organizations (5th edition, 1988), also published by the University of Chicago Press. |
| power play jeffrey pfeffer: Power Game Hedrick Smith, 2012-11-07 Washington, D.C. The one city that affects all our lives. The one city where the game has only one name: Power. Hedrick Smith, the Pulitzer Prize-winning ex-Washington bureau chief of The New York Times, takes us inside the beltway to show who wields the most power—and for what ends. The Power Game explains how some members of Congress have built personal fortunes on PAC money, how Michael Deaver was just the tip of the influence-peddling iceberg, how “dissidents” in the Pentagon work to keep the generals honest, how insiders and “leakers” use the Times and The Washington Post and their personal bulletin boards. Congressional staffers more powerful than their bosses, media advisors more powerful than the media, money that not only talks but intimidated and threatens. That’s Washington. That’s The Power Game. Praise for Power Game “The Power Game may be the most sweeping and in many ways the most impressive portrait of the culture of the federal government to appear in a single work in many decades. . . . Knowledgeable and informative.”—The New York Times Book Review “There are oodles of good yarns in this book about the nature of power and the eccentricities that accompany it. . . . Delightfully fresh . . . [Hedrick] Smith is a superb writer.”—The Washington Post “Not only the inside stuff, but the insightful stuff—an original view of the power playing.”—William Safire |
| power play jeffrey pfeffer: What Were They Thinking? Jeffrey Pfeffer, 2007 The question of how to improve organizational effectiveness through better people management is always top of mind. This book challenges incorrect and oversimplified assumptions and much conventional management wisdom - delivering business commentary that helps business leaders make smarter decisions. |
| power play jeffrey pfeffer: 360 Degrees of Influence: Get Everyone to Follow Your Lead on Your Way to the Top Harrison Monarth, 2011-12-09 SPREAD YOUR INFLUENCE FOR TRUE LEADERSHIP SUCCESS “The extraordinary power of influence is now within everyone’s reach. Recent graduates, executive assistants, project managers, and business leaders can all benefit from Monarth’s simple steps for ‘getting everyone to follow your lead.’” —MARSHALL GOLDSMITH, million-selling author of the New York Times bestsellers MOJO and What Got You Here Won’t Get You There “Monarth’s monograph is must reading for everyone who needs to build their personal brand and sell themselves—which is, of course, everybody.” —JEFFREY PFEFFER, Ph.D., professor, Stanford Graduate School of Business, and author of Power: Why Some People Have It—and Others Don’t “Your ability to influence and persuade others is the single most important skill for success in business and leadership—and this book shows you how with simple, powerful, practical, and proven techniques.” —BRIAN TRACY, author of Full Engagement “Finally! A book about influence that doesn’t tell you how to impose your position on others but rather illuminates ways to build authentic relationships that are mutually beneficial. Truly a 21st-century approach to a critical skill.” —LOIS P. FRANK EL, Ph.D., author of Nice Girls Don’t Get the Corner Office and Nice Girls Just Don’t Get It “360 Degrees of Influence breaks new ground. Harrison Monarth writes with fl air, passion, and insight. Even seasoned professionals will fi nd his advice practical and invaluable.” —HARRY MILLS, Managing Director of The Mills Group and author of Artful Persuasion and The StreetSmart Negotiator About the Book: Leadership doesn’t have to be a top-down proposition. In fact, the best leaders influence those who are below and above them, as well as people external to the organization, such as customers and partners. This 360 degrees of influence is what separates the good leader from the great leader. Founder of the global executive coaching firm GuruMaker, Harrison Monarth makes a living helping top figures in business and politics hone their influencing, communication, persuasion, impression management, and media skills. He teaches leaders how to operate without relying on spin or manipulation. Now, in 360 Degrees of Influence, Monarth provides everything you need to gain the trust and respect of those around you—no matter where they’re positioned in the organizational hierarchy—and expand your influence well beyond your immediate environment. Providing valuable insight into human emotion and behavior, Monarth reveals the secrets to becoming the most psychologically astute person in the room—so you can be the most influential leader in the room. Learn how to: Assess your current influencing power Overcome resistance to your ideas and proposals Know what people are thinking and feeling—even better than they do Avoid the most common decision-making pitfalls Create an influence strategy tailored to your organization’s hierarchy In addition to sharing insight he has gleaned during years of coaching leading executives, Monarth includes practice exercises, checklists, self-evaluations, and worksheets to help you tackle the challenge of influence and leadership head on. Right now, one of your own counterparts might be exerting influence over you and your boss. You can do the same thing. Apply the lessons of 360 Degrees of Influence to place yourself in the best possible position to lead the leaders. |
| power play jeffrey pfeffer: The Office Politics Handbook Jack Godwin, 2013-09-23 The Office Politics Handbook is for business executives, managers, consultants, lawyers, agents, editors, and anyone who wants to become more politically astute, more powerful, and more successful. This is not a book on political game playing; it is for people who hate power games but who know that politics takes place in every organization and want to make sure they wind up on top of the heap...not at the bottom of the barrel. This book will explain why people are political animals, and why they engage in power-seeking behavior. It will also discuss different instruments of power to help you understand the cultural and collective forces at work in human nature, and the occasionally aggressive characteristics of the political animal. The Office Politics Handbook will show you how to: Cultivate your political skill Exercise power beyond your place in the organizational chart Defend yourself against political attacks Know when to fight, when to retreat, and when to lead |
| power play jeffrey pfeffer: Power, Politics, and Organizational Change David Buchanan, Richard Badham, 2008-02-19 `Many books on management are sanitized, cleanly technical accounts of the unreality of managerial life and work. Politics hardly feature. This book tells it like it is: it dishes the dirt, gets low-down, into the funky and fascinating politics of organizational life′ - Stewart Clegg, Aston Business School and University of Technology, Sydney Combining a practical and theoretical guide to the politics of organizational change, this book provides an exceptional resource to students of change management, and organizational behaviour. Buchanan and Badham show how the change agent who is not politically skilled will fail, and that it is necessary to be able and willing to intervene in the political processes of the organization. This revised edition includes a range of excellent new material and features, including: - a new chapter on gender in approaches to organization politics - a full range of teaching materials including case studies, incident reports, self-assessments, and more - Each chapter recommends a feature film (or DVD) to illustrate aspects of organization politics - fresh research evidence - recent literature on the nature of entrepreneurial politics; - a model of political expertise, and how that can be developed This lively and engaging book is key to MBA and other Masters degree candidates taking courses in change management, and organizational behaviour. It will also be valuable for practising managers on tailored executive programmes in organization politics. |
| power play jeffrey pfeffer: The Oxford Handbook of Leadership and Organizations David Day, 2014-05-20 As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education. |
| power play jeffrey pfeffer: Power is the Great Motivator David Clarence McClelland, David H. Burnham, 2008 In Power Is the Great Motivator, David McClelland and David Burnham make the provocative case that managers who actively seek power not only get the most done, but also develop the best teams, organizational vision, and sense of managerial responsibility. The authors then show how managers like you can adopt some of these practices and build a more confident and effective organization.--BOOK JACKET. |
| power play jeffrey pfeffer: Results Bruce A. Pasternack, Gary L. Neilson, 2005-10-18 Every company has a personality. Does yours help or hinder your results? Does it make you fit for growth? Find out by taking the quiz that’s helped 50,000 people better understand their organizations at OrgDNA.com and to learn more about Organizational DNA. Just as you can understand an individual’s personality, so too can you understand a company’s type—what makes it tick, what’s good and bad about it. Results explains why some organizations bob and weave and roll with the punches to consistently deliver on commitments and produce great results, while others can’t leave their corner of the ring without tripping on their own shoelaces. Gary Neilson and Bruce Pasternack help you identify which of the seven company types you work for—and how to keep what’s good and fix what’s wrong. You’ll feel the shock of recognition (“That’s me, that’s my company”) as you find out whether your organization is: • Passive-Aggressive (“everyone agrees, smiles, and nods, but nothing changes”): entrenched underground resistance makes getting anything done like trying to nail Jell-O to the wall • Fits-and-Starts (“let 1,000 flowers bloom”): filled with smart people pulling in different directions • Outgrown (“the good old days meet a brave new world”): reacts slowly to market developments, since it’s too hard to run new ideas up the flagpole • Overmanaged (“we’re from corporate and we’re here to help”): more reporting than working, as managers check on their subordinates’ work so they can in turn report to their bosses • Just-in-Time (“succeeding, but by the skin of our teeth”): can turn on a dime and create real breakthroughs but also tends to burn out its best and brightest • Military Precision (“flying in formation”): executes brilliant strategies but usually does not deal well with events not in the playbook • Resilient (“as good as it gets”): flexible, forward-looking, and fun; bounces back when it hits a bump in the road and never, ever rests on its laurels For anyone who’s ever said, “Wow, that’s a great idea, but it’ll never happen here” or “Whew, we pulled it off again, but I’m tired of all this sprinting,” Results provides robust, practical ideas for becoming and remaining a resilient business. Also available as an eBook From the Hardcover edition. |
| power play jeffrey pfeffer: Confidence (HBR Emotional Intelligence Series) Harvard Business Review, Tomas Chamorro-Premuzic, Rosabeth Moss Kanter, Amy Jen Su, Peter Bregman, 2019-03-05 Become more confident at work. You need confidence to inspire trust, communicate effectively, and succeed in your organization. But self-doubt and nerves can undermine your ability to act decisively and persuade others. What can you do to push past these insecurities? This book explains how you can use emotional intelligence to become more confident at work. You'll learn how to correct what is holding you back, how to overcome imposter syndrome, and when feeling too self-assured can actually backfire. This volume includes the work of: Tomas Chamorro-Premuzic Rosabeth Moss Kanter Amy Jen Su Peter Bregman How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master. |
| power play jeffrey pfeffer: The Knowing-Doing Gap Jeffrey Pfeffer, Robert I. Sutton, 1999-10-05 Why are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results. Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the smart talk trap. Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business. |
| power play jeffrey pfeffer: Design is Power Francesco Galli, 2020-12-03T00:00:00+01:00 We are no longer used to critically examining the meaning of “design”, which maintains an unexplored dimension in terms of the Power that can be exercised through the cyclic act of creation, preservation and disruption. This assumption induce us focus on the contrast between the “visible” side of the act that involves all its conceptual and practical manifestations, and a hidden or “dark” side that deals with politics and power play, but that however has an major influence in the process and its hierarchical dynamics. This implies an order on the surface seems to be naturally stirred by the so-called “perceptions” that reflect the preferences of overall public opinions: however, looking deeper, all the production acts involves a carefully controlled disequillibrium influenced by social, ecological, economical and political interests. The power fl ow in the act of “design” takes into consideration the paradoxical contradiction between its potentiality and its preservation of power. |
| power play jeffrey pfeffer: The Contrarian's Guide to Leadership Steven B. Sample, 2003-04-18 Steven Sample ist President der University of Southern California, die kürzlich vom Time Magazine zum besten College Amerikas gekürt wurde. Sample genießt den Ruf eines gefürchteten und abtrünnigen Freidenkers. Darüber hinaus ist er - einzigartig für einen Mann in seiner Position - Inhaber einer Vielzahl von Patenten, auf deren Basis etwa über 200 Millionen Haushaltsgeräte hergestellt wurden. In seinem Buch The Contrarian's Guide to Leadership bringt er seine Einstellungen und Erfahrungen ein zum Thema konventionelle Führungsansichten, indem er Führungskräfte (und jene, die es noch werden wollen) dazu auffordert, sich auf einige wichtige, der Intuition zuwiderlaufende Überzeugungen zu konzentrieren. Seine einfache und bisweilen provokante Denkweise reicht bis hin zu einigen sehr komplexen und gut durchdachten Führungsthemen und gipfelt in so ungewöhnlichen Ratschlägen für Führungskräfte, wie z.B. Entscheidungen sollte man immer hinausschieben, man sollte so wenig wie möglich lesen und man sollte bei seinen Prinzipien Kompromissbereitschaft zeigen. In der Fachwelt wird Samples revolutionärer Führungsstil zwar heftig kritisiert, doch seine Erfolge sprechen für sich. The Contrarian's Guide to Leadership - Hier lernen Sie, wie auch konträre Ansichten zum gewünschten Erfolg führen. |
| power play jeffrey pfeffer: Organizational Collaboration MariaLaura Di Domenico, Siv Vangen, Nik Winchester, Dev Kumar Boojihawon, Jill Mordaunt, 2020-03-25 Many organizations today operate across boundaries - both internal and external to the organization. Exploring concepts and theories about different organizational, inter-organizational and international contexts, this student reader aids understanding of the individual’s experience of working within and across such boundaries. The book adopts a critical approach to individual experience and highlights the complexities inherent in these different layers and levels of organizing. Comprising a collection of key articles and extracts presented in a readable accessible way, this book also features an introductory chapter which provides an overall critique of the book. Each part features a brief introduction before analyzing the following key themes: managing aims power and politics cultural diversity international management perspectives the darker side of collaborative arrangements Some of the readings will specifically address collaboration ‘head on’ whilst others will provide an important context or highlight significant theoretical and practical issues that are considered relevant and interesting within the framework of the themes presented. As such, this book differs from existing titles as it sits bestride collaboration and organizational behaviour / theory in order to inform learning of exchange relationships on inter-personal, intra-organizational, and inter-organizational levels. The articles included are selected as critical in approach, straddling and addressing the central contexts described above, and highlighting the experience-centred nature of learning that can be derived from the content presented. This comprehensive reference will be useful supplementary reading for organizational behaviour courses as well as core reading for those students undertaking research on collaboration. |
| power play jeffrey pfeffer: Humble Leadership Edgar H. Schein, Peter A. Schein, 2018-08-14 The more traditional forms of leadership that are based on static hierarchies and professional distance between leaders and followers are growing increasingly outdated and ineffective. As organizations face more complex interdependent tasks, leadership must become more personal in order to insure open trusting communication that will make more collaborative problem solving and innovation possible. Without open and trusting communications throughout organizations, they will continue to face the productivity and quality problems that result from reward systems that emphasize individual competition and “climbing the corporate ladder”. Authors Edgar Schein and Peter Schein recognize this reality and call for a reimagined form of leadership that coincides with emerging trends of relationship building, complex group work, diverse workforces, and cultures in which everyone feels psychologically safe. Humble Leadership calls for “here and now” humility based on a deeper understanding of the constantly evolving complexities of interpersonal, group and intergroup relationships that require shifting our focus towards the process of group dynamics and collaboration. Humble Leadership at all levels and in all working groups will be the key to achieving the creativity, adaptiveness, and agility that organizations will need to survive and grow. |
| power play jeffrey pfeffer: Influence Without Authority Allan R. Cohen, David L. Bradford, 2011-01-11 In organizations today, getting work done requires political and collaborative skills. That’s why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the “currencies” they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources. |
| power play jeffrey pfeffer: Organizations and Environments Howard Aldrich, 2008 When Organizations and Environments was originally issued in 1979, it increased interest in evolutionary explanations of organizational change. Since then, scholars and practitioners have widely cited the book for its innovative answer to this question: Under what conditions do organizations change? Aldrich achieves theoretical integration across 13 chapters by using an evolutionary model that captures the essential features of relations between organizations and their environments. This model explains organizational change by focusing on the processes of variation, selection, retention, and struggle. The environment, as conceived by Aldrich, does not refer simply to elements out therebeyond a set of focal organizationsbut rather to concentrations of resources, power, political domination, and most concretely, other organizations. Scholars using Aldrich's model have examined the societal context within which founders create organizations and whether those organizations survive or fail, rise to prominence, or sink into obscurity. A preface to the reprinted edition frames the utility of this classic for tomorrow's researchers and businesspeople. |
| power play jeffrey pfeffer: Acting with Power Deborah Gruenfeld, 2020-04-09 A refreshing and enlightening new perspective on what it means to be powerful. - SUSAN CAIN, bestselling author of Quiet An eye-opening exploration of power and how we can harness it using performance techniques borrowed from actors. What if instead of worrying about getting more power, we focus on using the power we do have better? Stanford business professor Deborah Gruenfeld combines 25 years of social psychology research with personal experience to reveal the truth about power: that we all have more than we realise and what counts is what we do with it. Acting with Power shows anyone seeking greater professional and academic success what power is actually for, how to identify it within ourselves, and how to use it constructively using acting techniques. Some of us crave a bigger role, and many of us feel like imposters in our current ones. Acting with Power shows us how to be the best version of ourselves in any role, on any stage. |
| power play jeffrey pfeffer: Political Skill at Work Gerald R. Ferris, Pamela L. Perrewe, B. Parker Ellen III, Charn P. Mcallister, Darren C. Treadway, 2011-06-17 Why is political skill so important in business? In today's organizations, career success depends more on political skill-the ability to influence, motivate, and win support from others-than on almost any other characteristic. Political Skill at Work delivers the how to influence at work, not just the what. The authors of this innovative study explore how people high in political skill are more successful at getting hired, building a reputation, and establishing leadership. From the worlds of business, politics, education, and sports, they offer compelling examples of political skill in action. And, for the first time, they provide ways to measure and enhance this powerful ability. Anyone interested in personal or professional development will find this book worthwhile. |
| power play jeffrey pfeffer: The Science of Successful Organizational Change Paul Gibbons, 2015-05-15 Every leader understands the burning need for change–and every leader knows how risky it is, and how often it fails. To make organizational change work, you need to base it on science, not intuition. Despite hundreds of books on change, failure rates remain sky high. Are there deep flaws in the guidance change leaders are given? While eschewing the pat answers, linear models, and change recipes offered elsewhere, Paul Gibbons offers the first blueprint for change that fully reflects the newest advances in mindfulness, behavioral economics, the psychology of risk-taking, neuroscience, mindfulness, and complexity theory. Change management, ostensibly the craft of making change happen, is rife with myth, pseudoscience, and flawed ideas from pop psychology. In Gibbons’ view, change management should be “euthanized” and replaced with change agile businesses, with change leaders at every level. To achieve that, business education and leadership training in organizations needs to become more accountable for real results, not just participant satisfaction (the “edutainment” culture). Twenty-first century change leaders need to focus less on project results, more on creating agile cultures and businesses full of staff who have “get to” rather than “have to” attitudes. To do that, change leaders will have to leave behind the old paradigm of “carrots and sticks,” both of which destroy engagement. “New analytics” offer more data-driven approaches to decision making, but present a host of people challenges—where petabyte information flows meet traditional decision-making structures. These approaches will have to be complemented with “leading with science”—that is, using evidence-based management to inform strategy and policy decisions. In The Science of Successful Organizational Change , you'll learn: How the VUCA (Volatile, Uncertain, Complex, and Ambiguous) world affects the scale and pace of change in today’s businesses How understanding of flaws in human decision-making can help leaders guide their teams toward wiser strategic decisions when the stakes are largest—including “when to trust your guy and when to trust a model” and “when all of us are smarter than one of us” How new advances in neuroscience have altered best practices in influencing colleagues; negotiating with partners; engaging followers' hearts, minds, and behaviors; and managing resistance How leading organizations are making use of the science of mindfulness to create agile learners and agile cultures How new ideas from analytics, forecasting, and risk are humbling those who thought they knew the future–and how the human side of analytics and the psychology of risk are paradoxically more important in this technologically enabled world What complexity theory means for decision-making in the context of your own business How to create resilient and agile business cultures and anti-fragile, dynamic business structures To link science with your on-the-ground reality, Gibbons tells “warts and all” stories from his twenty-plus years consulting to top teams and at the largest businesses in the world. You'll find case studies from well-known companies like IBM and Shell and CEO interviews from Nokia and Barclays Bank. |
| power play jeffrey pfeffer: Breaking Through Gridlock Jason J. Jay, Gabriel Grant, 2017-05-22 “A field manual for change agents on how to build bridges across differences and move from talk to action.” —Adam Grant, #1 New York Times-bestselling author Think about the last time you tried to talk with someone who didn’t already agree with you about issues that matter most. How well did it go? These conversations are vital, but too often get stuck. They become contentious or we avoid them because we fear they might. What if, in these difficult conversations, we could stay true to ourselves while enriching relationships and creating powerful pathways forward? What if our divergent values provided healthy fuel for dialogue and innovation instead of gridlock and polarization? Jason Jay and Gabriel Grant invite us into a spirit of serious play, laughing at ourselves while moving from self-reflection to action. Using enlightening exercises and rich examples, Breaking Through Gridlock helps us become aware of the role we unwittingly play in getting conversations stuck. It empowers us to share what really matters—with anyone, anywhere—so that together we can create positive change in our families, organizations, communities, and society. “Our country’s future depends on our ability to reach beyond our echo chambers. Jay and Grant guide us through starting the conversations so crucial to our democracy.” —Van Jones, New York Times-bestselling author of The Green Collar Economy “We need the creativity that can be harnessed from competing perspectives to craft a thriving organization and a thriving society. This book gives people the tools to take that on.” —John Mackey, CEO, Whole Foods Market |
| power play jeffrey pfeffer: Reframing Organizations Lee G. Bolman, Terrence E. Deal, 2013-07-16 In this fifth edition of the bestselling text in organizational theory and behavior, Bolman and Deal’s update includes coverage of pressing issues such as globalization, changing workforce, multi-cultural and virtual workforces and communication, and sustainability. A full instructor support package is available including an instructor’s guide, summary tip sheets for each chapter, hot links to videos & extra resources, mini-assessments for each of the frames, and podcast Q&As with Bolman & Deal. |
| power play jeffrey pfeffer: The Necessary Art of Persuasion Jay A. Conger, 2008-09-08 In an age when managers can no longer rely on formal power, persuading people is more important than ever. Persuasion is a process of learning from colleagues and employees and negotiating shared solutions to solving problems and achieving goals. In The Necessary Art of Persuasion, Jay Conger describes four essential components of persuasion and explains how to master them, providing the information you need to fulfill your managerial mandate: getting work done through others. |
| power play jeffrey pfeffer: Power and the Design and Implementation of Accounting and Control Systems M Lynne Markus, Jeffrey Pfeffer, 2023-07-18 Drawing on case studies and theoretical frameworks, this book offers a comprehensive analysis of the relationship between power and accounting and control systems. The authors show how power dynamics influence the design and implementation of these systems, and offer practical recommendations for organizations seeking to promote transparency and accountability. This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it. This work is in the public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work. Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant. |
| power play jeffrey pfeffer: The External Control of Organizations Jeffrey Pfeffer, Gerald R. Salancik, 2003 This work explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival. It contends that it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behaviour both possible and almost inevitable. Organizations can either try to change their environments through political means or form interorganizational relationships to control or absorb uncertainty. |
| power play jeffrey pfeffer: Political Skill at Work: Revised and Updated Gerald R. Ferris, Pamela L Perrewe, Darren Treadway, Charn McAllister, Parker Ellen, 2020-07-09 Political skill is a characteristic that can facilitate good things for individuals and their organizations. Yes, it is possible that political skill can be used and to get away with self-serving acts at the expense of others, but contrary to the stereotypical perceptions of being political, political skill is about more than manipulation. In fact, political skill enables people to build trust and forge positive relationships, and leaders often need it to influence others and access resources critical to their teams' success. This edition has been revised and updated with more than 15 years of additional research on political skill, as well as new examples that demonstrate why, in today's organizations, career success depends more on political skill than on almost any other characteristic. |
Home | Powerball
Players win a prize by matching one of the 9 ways to win. The jackpot is won by matching all five white balls in any order and the red Powerball. Jackpot winners may choose to receive their …
Power (physics) - Wikipedia
Power is the amount of energy transferred or converted per unit time. In the International System of Units, the unit of power is the watt, equal to one joule per second. Power is a scalar quantity.
POWER Definition & Meaning - Merriam-Webster
The meaning of POWER is ability to act or produce an effect. How to use power in a sentence. Synonym Discussion of Power.
POWER | definition in the Cambridge English Dictionary
POWER meaning: 1. ability to control people and events: 2. the amount of political control a person or group has…. Learn more.
POWER definition in American English | Collins English Dictionary
Power is energy, especially electricity, that is obtained in large quantities from a fuel source and used to operate lights, heating, and machinery.
Power - Math is Fun
Power is energy flowing! It is measured as energy per unit of time. No, not that type of Power Formula! Power is the rate of energy per time: Example: 3000 J of energy is used in 20 …
What is Power? - BYJU'S
What is Power? We can define power as the rate of doing work, it is the work done in unit time. The SI unit of power is Watt (W) which is joules per second (J/s). Sometimes the power of …
Power (Physics): Definition, Formula, Units, How To Find (W
Dec 28, 2020 · Power is a measure of how much work is done in a time interval. A quick note on horsepower: The term is meant to compare the output of a steam engine to that of a horse, as …
Power – The Physics Hypertextbook
Power is the rate at which work is done (or energy is transferred). What is the unit of power? Watt is the unit of power!
Power Definition & Meaning | Britannica Dictionary
POWER meaning: 1 : the ability or right to control people or things often + over; 2 : political control of a country or area
Home | Powerball
Players win a prize by matching one of the 9 ways to win. The jackpot is won by matching all five white balls in any order and the red Powerball. Jackpot winners may choose to receive their prize …
Power (physics) - Wikipedia
Power is the amount of energy transferred or converted per unit time. In the International System of Units, the unit of power is the watt, equal to one joule per second. Power is a scalar quantity.
POWER Definition & Meaning - Merriam-Webster
The meaning of POWER is ability to act or produce an effect. How to use power in a sentence. Synonym Discussion of Power.
POWER | definition in the Cambridge English Dictionary
POWER meaning: 1. ability to control people and events: 2. the amount of political control a person or group has…. Learn more.
POWER definition in American English | Collins English Dictionary
Power is energy, especially electricity, that is obtained in large quantities from a fuel source and used to operate lights, heating, and machinery.
Power - Math is Fun
Power is energy flowing! It is measured as energy per unit of time. No, not that type of Power Formula! Power is the rate of energy per time: Example: 3000 J of energy is used in 20 seconds, …
What is Power? - BYJU'S
What is Power? We can define power as the rate of doing work, it is the work done in unit time. The SI unit of power is Watt (W) which is joules per second (J/s). Sometimes the power of motor …
Power (Physics): Definition, Formula, Units, How To Find (W
Dec 28, 2020 · Power is a measure of how much work is done in a time interval. A quick note on horsepower: The term is meant to compare the output of a steam engine to that of a horse, as in …
Power – The Physics Hypertextbook
Power is the rate at which work is done (or energy is transferred). What is the unit of power? Watt is the unit of power!
Power Definition & Meaning | Britannica Dictionary
POWER meaning: 1 : the ability or right to control people or things often + over; 2 : political control of a country or area
