Managing with Power

Business & Money

Jeffrey Pfeffer

Management & Leadership

McGraw-Hill Companies

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. And 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.

Managing With Power: Power and Influence in Organizations

Harvard Business School Press

Competitive Advantage Through People: Unleashing the Power of the Work Force

Business Culture

Mcgraw-Hill (Tx)

Power in Organizations

This book aims to synthesize current knowledge on power in organizations, and to develop a reasonably consistent theoretical perspective that can guide analysis and understanding of power phenomena. Throughout the book, hypotheses are proposed which have no empirical evidence to support them. The perspective of this book is basically sociological. Power is seen as deriving from the division of labor that occurs as task specialization is implemented in organizations. When the overall tasks of the organization are divided into smaller parts, it is inevitable that some tasks will come to be more important than others. Those persons and those units that have the responsibility for performing the more critical asks in the organization have a natural advantage in developing and exercising power in the organization. Although individual skills and strategies can certainly affect the amount of power and the effectiveness with which it is used, power is first and foremost a structural phenomenon. CONTENTS: Understanding the Role of Power in Decisionmaking * Assessing Power in Organizations * Conditions for the Use of Power * Sources of Power in Organizations * Political Strategies and Tactics * Political Language and Symbols: Mobilizing Support and Quieting Opposition * Power in Use * Perpetuating Power * Power, Politics and Management

Pitman Publishing, Inc.

Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies. The book, reissued on its 25th anniversary as part of the Stanford Business Classics series, includes a new preface written by Jeffrey Pfeffer, which examines the legacy of this influential work in current research and its relationship to other theories. The External Control of Organizations 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. As the authors contend, "it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior 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. This seminal book established the resource dependence approach that has informed so many other important organization theories.

External Control of Organizations: A Resource Dependence Perspective

Gerald R. Salancik

Economics

Stanford University Press

The author of Power, Stanford business school professor, and a leading management thinker offers a hard-hitting dissection of the leadership industry and ways to make workplaces and careers work better. The leadership enterprise is enormous, with billions of dollars, thousands of books, and hundreds of thousands of blogs and talks focused on improving leaders. But what we see worldwide is employee disengagement, high levels of leader turnover and career derailment, and failed leadership development efforts. In Leadership BS, Jeffrey Pfeffer shines a bright light on the leadership industry, showing why it's failing and how it might be remade. He sets the record straight on the oft-made prescriptions for leaders to be honest, authentic, and modest, tell the truth, build trust, and take care of others. By calling BS on so many of the stories and myths of leadership, he gives people a more scientific look at the evidence and better information to guide their careers. Rooted in social science and containing practical examples and advice for improving management, Leadership BS encourages listeners to accept the truth and then use facts to change themselves and the world for the better.

Leadership BS: Fixing Workplaces and Careers One Truth at a Time

HarperCollins Publishers and Blackstone Audio

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 allbut, 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 heldbut ultimately flawedmanagement 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 lifeand shows how to finally turn this common sense into common practice.

Hard Facts, Dangerous Half-Truths And Total Nonsense: Profiting From Evidence-Based Management

ROBERT I. SUTTON

Harvard Business Review Press

"Pfeffer [blends] academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide."&nbsp;--Jim Collins, author of&nbsp;New York Times&nbsp;bestselling author&nbsp;Good to Great&nbsp;and&nbsp;How the Mighty Fall Some people have it, and others don't. Jeffrey Pfeffer explores why, in&nbsp;Power. One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business-school text&nbsp;Managing With Power, Jeffrey Pfeffer shows readers how to succeed and wield power in the real world.

Power: Why Some People Have Itand Others Dont

HarperCollins B and Blackstone Publishing

If you want to 'change lives, change organizations, change the world, ' the Stanford business school's motto, you need power.\nIs 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.\nIf 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.\nRooted 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.\nThe 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.\nWith 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.

7 Rules of Power

Swift Press

Power: Why Some People Have It and Others Don't (Japanese Edition)

Akiko Murai

ToÌ„kyoÌ„ : Nihon Keizai Shinbun Shuppansha, 2011

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Books by Jeffrey Pfeffer