PDF Download Managing With Power: Politics and Influence in Organizations, by Jeffrey Pfeffer
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Managing With Power: Politics and Influence in Organizations, by Jeffrey Pfeffer
PDF Download Managing With Power: Politics and Influence in Organizations, by Jeffrey Pfeffer
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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.
- Sales Rank: #145616 in Books
- Model: 1046649
- Published on: 1993-11-01
- Original language: English
- Number of items: 1
- Dimensions: 9.23" h x 1.11" w x 6.07" l, 1.01 pounds
- Binding: Paperback
- 400 pages
About the Author
Jeffrey Pfeffer is Professor of Organizational Behavior at the Graduate School of Business, Stanford University. He is the author or co-author of 11 books, and a monthly column in Business 2.0.
Most helpful customer reviews
0 of 0 people found the following review helpful.
Two Stars
By Paul Fry
complejo
19 of 22 people found the following review helpful.
Disappointment
By Alexander Lazutkin
It is probably the gap between expectations and the actual content of the book that made me write this review. The table of content is leaving you salivating - all the right things seems to be here, delivered in scientific-but-entertaining way.
Unfortunately the content is different. The author remarks in introduction, that he just felt it is time to write something (it is not direct quotation, of course), and you can tell this after a few initial chapters.
Ok, to make a long story short:
1. There is no single, well thought-out theory of power and leadership behind this book. What you can see instead, is a magpie approach, which turns the book into a hodge-podge of loosely-connected ideas, and many of these directly contradict each other. Also, as a quick look at the bibliography will make clear, many of these ideas were not state-of-the-art even at the date of the publication of Mr. Pfeffer's book.
2. Another distracting feature is author's propensity to enliven the narrative with anecdotes taken mainly from 3 biography books (on Johnson, Kissinger and Moses). One can not help by wonder if this reflects precious few reading opportunities the author has had lately.
3. Author uses terms (even the most fundamental - like authority, power, influence, resource) loosely, and frequently either without defining them or doing this sloppily. While seemingly minor, this fault leads to deficiency in his analysis. For example, Mr. Pfeffer fails to distinguish between formal authority and informal power.
Ok, you probably got an idea. But mind you, the book has its virtues. The ideas about power of functions (with heart-gladdening lampooning of Finance) are quite original. Pointing out that good work will bring you little good in career terms is, although by no means original, very refreshing in our time of domination of transformational leadership theories.
So I rated it with 2 stars. Have a glance on it in a library, but do not buy it unless you decide you like it and need it.
36 of 37 people found the following review helpful.
The ability to influence behavior, events and people
By Gerard Kroese
Jeffrey Pfeffer is Professor of Organizational Behavior in the Graduate School of Business at Stanford University, California. Previously he has been at the University of Illinois, the University of California at Berkeley, and as a Visiting Professor at the Harvard Business School. He has written several business- and management-related books.
This book consists of four parts, with each part consisting of 3-to-6 chapters. Pfeffer starts with a definition of power: "... the potential ability to influence behavior, to change the course of events, to overcome resistance, and to get people to do things that they would not otherwise do." This power is utilized and realized through politics and influence. Based on above definition the book discusses the details to the implementation process which consists of seven steps:
1. Decide on your goals.
2. Diagnose who is important in getting your goals accomplished.
3. Have a sense of the game being played, the players, and what their positions are.
4. Ascertain the power based of the other players, as well as your own potential and actual sources of power.
5. Determine your relative strength, along with the strength of other players.
6. Diagnose what is going to happen in an organization, as well as preparing yourself to take action.
7. Consider the various strategies or tactics that are available to you, as well as those used by others.
I believe it is important to keep these steps in mind since the book does not follow the sequence of these steps. The other chapters in Part I - Power in Organizations provide help both in diagnosing the extent to which situations are going to involve the use of power and in figuring out who the political actors are and what their points are likely to be. Some important quotes in this part are: "Power is a valuable resource [and] those who have power typically conserve it for important issues [scarcity and importance are correlated]." "Knowing the power of various organizational members and subunits is important, and so is understanding whose help you need in order to achieve your goals."
Part II - Sources of Power, consisting of 6 chapters, considers where power comes from, or some people and some subunits have more power than others. It offers implicit lessons on how to acquire more power and influence for ourselves. "Power comes from being in the 'right' place. A good place or position is one that provides you with: 1. control over resources.; 2. control over or extensive access to information; and 3. formal authority." By using both well-known and practical examples, the author discusses each of these aspects in detail. His view is that although individual attributes are important, being in the right place (in particular, the right subunit) is more important.
Once we know where power comes, we need to know how to use it effectively to get things done. This is the subject of Part III - Strategies and Tactics for Employing Power Effectively, which consists of 6 chapters. It begins with the topic of framing and how the way we see things depends upon the context in which they are seen. This, in turn, is affected by the principles of contrast, commitment, and scarcity. There is also the consideration of interpersonal influence by examining the impact of what others are saying or doing, the effects of liking, and the use of emotional contrast. Understanding this make it possible for us to consider some strategic elements in the exercise and development of power. "It is not enough to know that power exists. It is also critical to know how power is used - to have an arsenal of strategies and tactics that translate power and influence into practical results."
However, the discussions of the strategies and tactics for employing power might us lose sight of what organizations are all about - getting things done. Therefore the final section of the book, Part IV - Power Dynamics, begins by providing some cautionary ideas about how power is lost. It shows how even the mighty fall, and consider what this means for us as we think about own personal relationship to power and influence. This part also considers how power dynamics can be productive or unproductive for the organization. "The book is about managing with power, and it is also about managing power." The final chapter returns to the main subject of the book: getting things done through understanding and using power and influence. "... there is a greater sin than making mistakes or influencing others - the sin of doing nothing."
Yes, I do like this book. It discusses a subject with which most of us have to deal day-in day out, whether we like it or not. Jeffrey Pfeffer provides us with an excellent handbook for understanding power and influence, but also with strategies and tactics on using it. Pfeffer also recognizes that certain individuals are obsessed with politics and power (I think that most of you will know what I am talking about), and therefore finishes the book with some excellent cautionary advice. Although the author has a strong academical background the book is written in a very practical manner complemented with good, understandable examples. Highly recommended.
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