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