Power and Interdependence in Organizations: Understanding power in organizations

Managers devote too much of their time and energy to making the "right" decisions and too little to figuring out how the decisions they make are actually going to be implemented. A decision itself changes nothing. The key to effective management lies in understanding how organizational change actually occurs. This in turn requires managers to recognize that organizations are essentially systems and structures of power. By learning how to "manage with power," managers will be better able to achieve both their own goals and those of their company.

[1]  W. Bennis,et al.  Leaders: Strategies for Taking Charge , 1985 .

[2]  J. Pfeffer,et al.  Organizational Decision Making as a Political Process: The Case of a UniversityBudget. , 1974 .

[3]  R. Emerson.  Power-Dependence Relations , 1962, Power in Modern Societies.

[4]  Jeffrey Pfeffer,et al.  The Effects of Individual Power on Earnings , 1991 .

[5]  J. Pfeffer,et al.  Power in University Budgeting: A Replication and Extension. , 1980 .

[6]  Paul DiMaggio.  Interest and Agency in Institutional Theory , 1988 .

[7]  Steven B. Andrews,et al.  Structural Holes: The Social Structure of Competition , 1995, The SAGE Encyclopedia of Research Design.

[8]  S. Dornbusch,et al.  The Military Academy as an Assimilating Institution , 1955 .

[9]  L. Festinger.  A Theory of Cognitive Dissonance , 1957 .

[10]  Paul Evans,et al.  Professional lives versus private lives-shifting patterns of managerial commmitment , 1979 .

[11]  Neil Fligstein,et al.  The Intraorganizational Power Struggle: Rise of Finance Personnel to Top Leadership in Large Corporations, 1919-1979 , 1987 .

[12]  R. Brown.  Bureaucracy as Praxis: Toward a Political Phenomenology of Formal Organizations. , 1978 .

[13]  Joel B. Cohen,et al.  The social animal. , 1973 .

[14]  Jeffrey Pfeffer,et al.  The relationship between departmental power and faculty careers on two campuses: The case for structural effects on faculty salaries , 1980 .

[15]  C. O'Reilly.  Corporations, Culture, and Commitment: Motivation and Social Control in Organizations , 1989 .

[16]  Murray Edelman,et al.  The symbolic uses of politics , 1967 .

[17]  H. Markus,et al.  Culture and the self: Implications for cognition, emotion, and motivation. , 1991 .

[18]  Jeffrey Gandz,et al.  The Experience of Workplace Politics , 1980 .

[19]  A. Pettigrew.  The politics of organizational decision-making , 1973 .

[20]  R. Pascale.  Perspectives on Strategy: The Real Story behind Honda's Success , 1984 .

[21]  D. Kipnis,et al.  Does power corrupt? , 1972, Journal of personality and social psychology.

[22]  R. Kanter,et al.  Power failure in management circuits. , 1998, Harvard business review.

[23]  M. Lerner,et al.  Observer's reaction to the "innocent victim": compassion or rejection? , 1966, Journal of personality and social psychology.

[24]  M. Lerner,et al.  The Belief in a Just World: A Fundamental Delusion , 1980 .

[25]  R. Cialdini.  Influence: Science and Practice , 1984 .

[26]  I. Janis.  Victims Of Groupthink , 1972 .

[27]  Frank Rose.  West of Eden: The End of Innocence at Apple Computer , 1989 .

[28]  Janice Beyer Lodahl,et al.  The Structure of Scientific Fields and the Functioning of University Graduate Departments. , 1972 .

[29]  D. Krackhardt.  Assessing the political landscape: Structure, cognition, and power in organizations. , 1990 .

[30]  Richard T. Pascale,et al.  The Paradox of “Corporate Culture”: Reconciling Ourselves to Socialization , 1985 .

[31]  Robert E. Cole,et al.  Racial Factors in Site Location and Employment Patterns of Japanese Auto Firms in America , 1988 .

[32]  Walter LaFeber,et al.  The White House Years. , 1980 .

[33]  Thomas J. Peters.  Symbols, patterns, and settings: An optimistic case for getting things done , 1978 .

[34]  Alok K. Chakrabarti,et al.  Organizational factors in post-acquisition performance , 1990 .

[35]  Robert A. Caro,et al.  The power broker : Robert Moses and the fall of New York , 1975 .

[36]  J. R. French,et al.  The bases of social power. , 1959 .