000			01905cam a2200229 a 4500
020			_a087584314X
040			_aMUL _beng _eAACR
082	0	0	_a658.4095 PRE
100	1		_aPfeffer, Jeffrey.
245	1	0	_aManaging with power : _bpolitics and influence in organizations / _cJeffrey Pfeffer.
260			_aBoston, Mass. : _bHarvard Business School Press, _cc1992.
300			_aviii, 391 p. ; _c24 cm.
504			_aIncludes bibliographical references (p. 367-377) and index.
505	0		_aDecisions and implementation -- When is power used? -- Diagnosing power and dependence -- Where does power come from? -- Resources, allies, and the new golden rule -- Location in the communication network -- Formal authority, reputation, and performance -- The importance of being in the right unit -- Individual attributes as sources of power -- Framing : how we look at things affects how they look -- Interpersonal influence -- Timing is (almost) everything -- The politics of information and analysis -- Changing the structure to consolidate power -- Symbolic action : language, ceremonies, and settings -- Even the mighty fall : how power is lost -- Managing political dynamics productively -- Managing with power.
520			_aAlthough much has 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. Stanford Business School Professor Jeffrey Pfeffer argues that 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
546			_aeng
650		0	_aDecision making.
650		0	_aPower (Social sciences)
650		0	_aOrganizational behavior.
856			_uhttps://www.gbv.de/dms/hbz/toc/ht004284431.PDF
942			_cBK
999			_c10280 _d10280