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"Although 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 not otherwise do. In a word, power." "Managing with Power provides an in-depth look at the role of power and influence in organizations. Power is often disparaged, yet Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples from Lyndon Johnson and Henry Kissinger to John Sculley and Henry Ford, 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 a fascinating 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." "Pfeffer begins his comprehensive evaluation of power by helping managers recognize situations that involve the use of power, and shows how to identify the principal actors and their likely points of view. He then looks at the different sources of power, and explains why some organizations and people use power more effectively than others. Next, he explores the specific strategies and tactics through which power and influence are used--how they help managers achieve tangible results. And finally, he considers issues of power dynamics: how power is lost, the role of power in the process of organizational change, and the positive and negative consequences of power for organizations." "Politics and influence, the mechanisms by which power is realized, are unavoidable components of any business--indeed, any organization. Pfeffer shows that by understanding where power comes from and how it can be used effectively, managers can help their organizations, and themselves, "achieve great things.""--BOOK JACKET

Business policy --- Decision Making --- Power (Social sciences) --- Organizational behavior --- Decision making. --- Organizational behavior. --- 316.344.4 --- 316.45 --- Decision making --- Politique Politiek --- Conflits (gestion) Conflicthantering --- Leadership Leadership --- Pouvoir (relations humaines) Macht (menselijke relaties) --- Prise de décision Beslissen --- 658.4095 --- Deciding --- Decision (Psychology) --- Decision analysis --- Decision processes --- Making decisions --- Management --- Management decisions --- Choice (Psychology) --- Problem solving --- Empowerment (Social sciences) --- Political power --- Exchange theory (Sociology) --- Political science --- Social sciences --- Sociology --- Consensus (Social sciences) --- Behavior in organizations --- Organization --- Psychology, Industrial --- Social psychology --- Macht. Sociale structuren --(sociale stratificatie) --- Sociale groepen. Groepsprocessen. Kleine groepen. Interactionele groepsdynamiek --- Power (Social sciences). --- 316.45 Sociale groepen. Groepsprocessen. Kleine groepen. Interactionele groepsdynamiek --- 316.344.4 Macht. Sociale structuren --(sociale stratificatie)

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316.6 --- 316.423 --- 316.344.4 --- Gedragstheorie. Sociaal gedrag. Sociale psychologie --(gedrag en zelfconcept van het individu in de groep z.o. {159.923.33}) --- Sociale bewegingen --- Macht. Sociale structuren --(sociale stratificatie) --- Power (Social sciences) --- Social interaction. --- Power (Social sciences). --- 316.344.4 Macht. Sociale structuren --(sociale stratificatie) --- 316.423 Sociale bewegingen --- 316.6 Gedragstheorie. Sociaal gedrag. Sociale psychologie --(gedrag en zelfconcept van het individu in de groep z.o. {159.923.33}) --- Social interaction --- Empowerment (Social sciences) --- Political power --- Exchange theory (Sociology) --- Political science --- Social sciences --- Sociology --- Consensus (Social sciences) --- Human interaction --- Interaction, Social --- Symbolic interaction --- Psychology --- Social psychology --- SOCIOLOGIE --- INTERACTION SOCIALE

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Wie heeft het voor het zeggen inbewonersorganisaties en waarom?Sinds de jaren zestig hebben bewonersvan een wijk, woongroep of kraakpandzich vaak verenigd om tegenwicht tekunnen bieden aan de verschillendeoverheden. Met de hoogstedemocratische idealen togen debewonersorganisaties aan het werk.In de jaren tachtig blijkt van de directedemocratie in werkelijkheid weinigterug te vinden. Machtsverhoudingenen -mechanismen werken vaker in hetvoordeel van beroepskrachten endeskundigen dan van bewoners, vakerin het voordeel van mannelijke dan vanvrouwelijke bewoners.Verloo komt tot deze conclusie op basisvan een gedegen onderzoek naar dewerking van de macht inbewonersgroepen. Behalve de klassiekevragen wie de belangrijkste positiesbezet en wie bepaalt wat er beslotenwordt, onderzoekt de auteur welkemacht werkelijkheidsdefinities,interpretaties en normen hebben.Observaties en interviews makentevens duidelijk hoe vrouwelijke ledenvan bewonersorganisaties zélf hundeelname interpreteren, wat zebelangrijk vinden en aan welke normenze zich willen houden.Ook theoretisch biedt dit onderzoeknieuwe inzichten. De auteur draagt eenoplossing aan voor de problematischeverbinding tussen gender eh machtdoor deze twee begrippen voor heteerst in een coherent kader te plaatsen.Hierbij combineert zij het op Giddensgebaseerde theoretisch kader metideeën van Scott, Harding enHagemann-White.

316.423 --- 316.371 --- 316.334.54 --- 316.344.4 --- Power (Social sciences) --- Social movements --- Social structure --- Women in community development --- -#SBIB:316.8H52 --- #GGSB: Sociale wet. essays --- #GGSB: Sociale bewegingen --- bewonersparticipatie --- macht --- gender --- sociale bewegingen --- Opbouwwerk --- participatie --- opbouwwerk --- Nederland --- 498 --- Community development --- Women volunteers in social service --- Organization, Social --- Social organization --- Anthropology --- Sociology --- Social institutions --- Movements, Social --- Social history --- Social psychology --- Empowerment (Social sciences) --- Political power --- Exchange theory (Sociology) --- Political science --- Social sciences --- Consensus (Social sciences) --- Sociale bewegingen --- Gender --- Sociologie van het buurtleven. Sociale participatie. Sociologie van het wonen --- Macht. Sociale structuren --(sociale stratificatie) --- Case studies. --- Case studies --- Sociaal beleid: actiegroepen en sociale bewegingen, zelfhulp --- 301.18 --- samenlevingsopbouw, opbouwwerk, buurtwerk, streekontwikkeling --- Theses --- Social structure. --- Power (Social sciences). --- 316.344.4 Macht. Sociale structuren --(sociale stratificatie) --- 316.334.54 Sociologie van het buurtleven. Sociale participatie. Sociologie van het wonen --- 316.371 Gender --- 316.423 Sociale bewegingen --- Developmental psychology --- Environmental planning --- Community organization --- Sociology of environment --- Netherlands --- Sociale wet. essays --- -Case studies --- Squatters movement --- Power --- Spatial planning --- Féminité --- Housing --- Communes --- Book --- Action groups