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| power in organizations pfeffer: Power in Organizations Jeffrey Pfeffer, 1981 |
| power in organizations 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 in organizations pfeffer: Power and Interdependence in Organizations Dean Tjosvold, Barbara Wisse, 2009-02-26 Power is an inescapable feature of human existence. It plays a role in all social contexts and is particularly important in the functioning of organizations and work groups. Organizational researchers have certainly recognised the importance of power but have traditionally focused on its negative aspects. Yet power can also have very positive effects. Power and Interdependence in Organizations capitalizes on significant developments in social science over the past twenty years to show how managers and employees can manage power in order to make it a constructive force in organizations. Written by a team of international academics, the book explores both the positive and negative aspects of power, identifying opportunities and threats. It shows that harnessing the positive aspects of power, as well as controlling its more destructive effects, has the potential to revolutionise the way that organizations function, making them both more humane and productive. |
| power in organizations 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 in organizations pfeffer: Contesting the Corporation Peter Fleming, André Spicer, 2007-07-26 In an age when large corporations dominate the economic and political landscape, it is tempting to think that their power goes largely unchecked. Originally published in 2007, Contesting the Corporation counters this view by showing that today's corporations are driven by political struggle, power plays and attempts to resist control. Building on a wide range of theoretical sources, Fleming and Spicer present an analysis of the different ways in which power operates within the modern workplace. They begin by building a theoretical perspective that synthesizes previous investigations of power and resistance, identifying struggle as a key concept. Each chapter illustrates a different dimension of workplace struggle through an array of original empirical studies relating to sexuality, cynicism, new social movements and new-wave trade unionism. The book concludes by demonstrating that social justice claims underlie even the most innocuous forms of resistance, helping to transform some of the largest modern corporations. |
| power in organizations 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 in organizations 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 in organizations 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 in organizations 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 in organizations 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 in organizations 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 in organizations 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 in organizations pfeffer: Power and Influence in Organizations Roderick Moreland Kramer, Margaret A. Neale, 1998-08-11 This volume is a readily accessible compilation of current, original scholarly research in the area of power and influence in organizations. It offers a rich exploration of emerging trends and new perspectives. |
| power in organizations 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 in organizations 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 in organizations pfeffer: The Blackwell Companion to Organizations Joel Baum, 2005-06-24 Drawing on the research of more than 50 influential international scholars, this extensive interdisciplinary survey consolidates and evaluates what is known and not known about organizations, and critically examines how we learn about and study them. Contributors include 50 influential international scholars. Contributions represent the most important contemporary perspectives on organizations, including networks, ecology and technology. Each topic is covered at three levels of organization: intraorganizational, organizational, and interorganizational. Chapters structured around five common elements for ease of use. |
| power in organizations pfeffer: Practicing Organization Development William J. Rothwell, Jacqueline M. Stavros, Roland L. Sullivan, Arielle Sullivan, 2009-10-09 Completely revised, this new edition of the classic book offers contributions from experts in the field (Warner Burke, David Campbell, Chris Worley, David Jamieson, Kim Cameron, Michael Beer, Edgar Schein, Gibb Dyer, and Margaret Wheatley) and provides a road map through each episode of change facilitation. This updated edition features new chapters on positive change, leadership transformation, sustainability, and globalization. In addition, it includes exhibits, activities, instruments, and case studies, supplemental materials on accompanying Website. This resource is written for OD practitioners, consultants, and scholars. |
| power in organizations pfeffer: Political Savvy Joel R. DeLuca, 1999 |
| power in organizations pfeffer: The Oxford Handbook of Management Adrian Wilkinson, Steven J Armstrong, Michael Lounsbury, 2017-03-01 Management, the pursuit of objectives through the organization and co-ordination of people, has been and is a core feature-and function-of modern society. Some 'classic' forms of corporate and bureaucratic management may be seen as the prevalent form of organization and organizing in the 20th century, but in the post-Fordist, global, knowledge-driven contemporary world we are seeing different patterns, principles, and styles of management as old models are questioned. The functions, ideologies, practices, and theories of management have changed over time, as recorded by many scholars, and may vary according to different models of organization, and between different cultures and societies. Whilst the administrative, corporate, or factory manager may be a figure on the wane, management as an ethos, organizing principle, culture, and field of academic teaching and research has increased dramatically in the last half century, and spread throughout the world. The purpose of this Handbook is to analyse and explore the evolution of management; the core functions and how they may have changed; its position in the culture/zeitgeist of modern society; the institutions and ideologies that support it; and likely challenges and changes in the future. This book looks at what management is, and how this may change over time. It provides an overview of management - its history, development, context, changing function in organization and society, key elements and functions, and contemporary and future challenges. |
| power in organizations pfeffer: Handbook of Principles of Organizational Behavior Edwin Locke, 2011-07-15 There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so. The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle). This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever. |
| power in organizations pfeffer: Power and Politics in Organizations Cynthia Hardy, 1995 This is a collection of articles exploring the issue of power in relation to organizations. It asserts that any attempt to understand the large literature on power must extend beyond the confines of organization and management theory. The argument underlying the volume is that broad exploration is essential because management studies of power have been for the most part, severely constrained, tending to view power from a functionalist perspective. In so doing issues of how power becomes embedded in existing organizational structures, cultures, practices, rules and regulations have been ignored. |
| power in organizations pfeffer: The International Encyclopedia of Organizational Communication, 4 Volume Set Craig Scott, Laurie Lewis, 2017-03-06 The International Encyclopedia of Organizational Communication offers a comprehensive collection of entries contributed by international experts on the origin, evolution, and current state of knowledge of all facets of contemporary organizational communication. Represents the definitive international reference resource on a topic of increasing relevance, in a new series of sub-disciplinary international encyclopedias Examines organization communication across a range of contexts, including NGOs, global corporations, community cooperatives, profit and non-profit organizations, formal and informal collectives, virtual work, and more Features topics ranging from leader-follower communication, negotiation and bargaining and organizational culture to the appropriation of communication technologies, emergence of inter-organizational networks, and hidden forms of work and organization Offers an unprecedented level of authority and diverse perspectives, with contributions from leading international experts in their associated fields Part of The Wiley Blackwell-ICA International Encyclopedias of Communication series, published in conjunction with the International Communication Association. Online version available at Wiley Online Library Awarded 2017 Best Edited Book award by the Organizational Communication Division, National Communication Association |
| power in organizations 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 in organizations pfeffer: Power and Organizations Stewart R Clegg, David Courpasson, Nelson Phillips, 2006-08-07 A marvelous addition to the literature on both organizations and power. It is well-grounded in the research on these topics and especially the wide-range of relevant theorizing... The book is terrific at bringing together theory, research and the world of organizations.- George Ritzer, Distinguished University Professor, University of Maryland This book tirelessly illuminates the nooks and crannies of the power literature...taking readers on an audacious tour of power′s multiple conceptualizations and expressions.- Hugh Willmott, Diageo Professor of Management Studies, University of Cambridge Clegg and his associates expose the power dynamics that lie at the heart of all political and organizational arenas, and in so doing, they shed light on the underbelly along with the creative potentialities in organizational life.-Joyce Rothschild, Professor of Sociology, Virginia Polytechnic Institute and State University Strange but true - most studies of organizational hierarchies downplay the issue of power or uncritically assume more is better, while ignoring its pernicious effects. Stewart Clegg, David Courpasson and Nelson Phillips set the record straight.- Joanne Martin, Merrill Professor of Organizational Behavior and, by courtesy, Sociology Stanford University Graduate School of Business, Stanford In this tour de force, Stewart Clegg, David Courpasson and Nelson Phillips provide a comprehensive account of power and organizations, unlocking power as the central relation of modern organizations and society. The authors present an excellent synthesis of organization, social and political theory to offer an overview of power and organizations that is historically informed, addresses current issues and is comprehensive in scope. Power and Organizations reviews the evolution of theories on power and organization, presenting not only the theorists who identify power as positive, but also dealing with the negativity of power and the real horror of which organizations are capable, which has thus far been underplayed in organization theory. At the core of organizational power projects are organizational elites, whose politics and projects are examined extensively in the book. The book concludes by examining the implications for organizations and their elites of the trends, tendencies, and theories considered in the course of the book. This book is required reading for graduate students and researchers in areas such as organizational, social and political theory. |
| power in organizations 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 in organizations pfeffer: Organizational Influence Processes Robert W. Allen, 2003-02-07 With more than two-thirds fresh material, this new updated edition of Organizational Influence Processes provides an overview of the most important scholarly work on topics related to the exercise of influence by individuals and groups within organizations. In selecting articles for inclusion the editors were guided by the conviction that the most useful and interesting way to view organizational influence is to take a directional approach - that is, to consider the process from the perspective of downward, lateral, and upward influence. They have organized the readings around this framework, preceded by an introductory group of articles dealing more generally with the nature of influence processes and power. The book includes both classic readings and the latest cutting edge research from some of the most respected experts writing in the field. It will be equally useful for any upper level undergraduate or graduate course concerned with organizational behavior, group behavior, leadership or power and politics. |
| power in organizations 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 in organizations 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 in organizations pfeffer: The PDMA Handbook of New Product Development Kenneth B. Kahn, Product Development & Management Association, 2013 The bible of new product development is now updated with the latest information from the Product Development and Management Association (PDMA). Containing the entire PDMA Body of Knowledge needed for passing its professional certification exam, this handbook covers all areas of new product development, providing project managers and engineers with reliable information on best practices in a wide range of industries, from heavy manufacturing to the service sector. The new edition features 50 percent new and updated material, including such topics as virtual product development, globalizatio. |
| power in organizations 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 in organizations 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 in organizations pfeffer: Power and Influence John P. Kotter, 1985 In today's complex work world, things no longer get done simply because someone issues an order and someone else follows it.Most of us work in socially intricate organizations where we need the help not only of subordinates but of colleagues, superiors, and outsiders to accomplish our goals. This often leaves us in a power gap because we must depend on people over whom we have little or no explicit control.This is a book about how to bridge that gap: how to exercise the power and influence you need to get things done through others when your responsibilities exceed your formal authority.Full of original ideas and expert insights about how organizations—and the people in them—function,Power and Influencegoes further, demonstrating that lower-level personnel also need strong leadership skills and interpersonal know-how to perform well.Kotter shows how you can develop sufficient resources of unofficial power and influence to achieve goals, steer clear of conflicts, foster creative team behavior, and gain the cooperation and support you need from subordinates, coworkers, superiors—even people outside your department or organization.He also shows how you can avoid the twin traps of naivete and cynicism when dealing with power relationships, and how to use your power without abusing it.Power and Influenceis essential for top managers who need to overcome the infighting, foot-dragging, and politicking that can destroy both morale and profits; for middle managers who don't want their careers sidetracked by unproductive power struggles; for professionals hindered by bureaucratic obstacles and deadline delays; and for staff workers who have to manage the boss.This is not a book for those who want to grab power for their own ends. But if you'd like to create smooth, responsive working relationships and increase your personal effectiveness on the job, Kotter can show you how—and make the dynamics of power work for you instead of against you. |
| power in organizations pfeffer: The Language of Organization Robert Ian Westwood, Stephen Linstead, 2001 Deals with issues such as power, knowledge and organizational discourse. |
| power in organizations pfeffer: Crisis & Renewal David K. Hurst, 1995 Crisis & Renewal presents a radically different view of how organizations evolve & renew themselves. The author tracks a cross-section of enterprises from their creative beginnings through the institutionalization of their success. Using a model of organizational ecocycles, he argues that managers need to create deliberate crises to preserve their organizations from destruction & to renew them with creativity & meaning. The Management of Innovation & Change Series. Crisis & Renewal is designed to be a revelation, not a textbook. I recommend you revel in it as soon as you can.. |
| power in organizations pfeffer: Power Julie Diamond, 2016-03-10 Using power well is more than a matter of good intentions. The path toward ethical, authentic, and effective use of power starts with this book. Combining cutting-edge psychological theory with practical exercises, real-world accounts of leadership challenges, and the author's personal stories from her career as a facilitator and coach, it aims to develop the reader's external authority to navigate high power roles and responsibilities, and to find personal power within.--Publisher |
| power in organizations 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 in organizations pfeffer: Whistleblowers C. Fred Alford, 2017-01-15 In a dark departure from our standard picture of whistleblowers, C. Fred Alford offers a chilling account of the world of people who have come forward to protest organizational malfeasance in government agencies and in the private sector. The conventional story—high-minded individual fights soulless organization, is persecuted, yet triumphs in the end—is seductive and pervasive. In speaking with whistleblowers and their families, lawyers, and therapists, Alford discovers that the reality of whistleblowing is grim. Few whistleblowers succeed in effecting change; even fewer are regarded as heroes or martyrs. Alford mixes narrative analysis with political insight to offer a frank picture of whistleblowing and a controversial view of organizations. According to Alford, the organization as an institution is dedicated to the destruction of the moral individualist. Frequently, he claims, the organization succeeds, which means that the whistleblowers are broken, unable to reconcile their actions and beliefs with the responses they receive from others. In addition to being mistreated by organizations, whistleblowers often do not receive support from their families and communities. In order to make sense of their stories, Alford claims, some whistleblowers must set aside the things they have always believed: that loyalty is larger than the herd instinct, that someone in charge will do the right thing, that the family is a haven from a heartless world. Alford argues that few whistleblowers recover from their experience, and that, even then, they live in a world very different from the one they knew before their confrontation with the organization. |
| power in organizations pfeffer: Management Liz Fulop, Stephen Linstead, 1999 |
| power in organizations 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. If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and, happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular—with life-changing results often achieved in 8 or 10 weeks. 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. The 7 rules are: 1) Get out of your own way. 2) Break the rules. 3) Show up in powerful fashion. 4) Create a powerful brand. 5) Network relentlessly. 6) Use your power. 7) Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both. 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. |
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 …
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
