Managing With Power: Politics and Influence in Organizations by Jeffrey PfefferAlthough 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.
OB Chapter 13 - Power and Politics
A Case Study on Power and Politics in Organizations
He was responsible for keeping account of all the Vehicles of the company apart from other arrangements including the guesthouse of the company. Mr Kabir has been working in the company for 6 years in the same grade without promotions. He was supposed to be very honest in his job. Once the GM of the factory Mr Rakesh Gupta , requested for the company car during office time for his personal work. Mr Kabir refused it saying that it can not be given during the office work as the work would suffer due to its duty to go to bank.
Forgot your login information?
how do you say beloved
Management pp Cite as. In the UK in the late s, many polytechnics were about to become universities, of which Fairisle Polytechnic was one. At this time, however, they were still under the control of local authorities and they still provided non-advanced further education NAFE course — work of sub-degree standard. It was becoming clear that this level of work was regarded by the government as the province of the local authority institutions. It would only be left in the hands of the new universities if there was no alternative local provider, and in Fairisle there were several competent others.