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"Individualism and collectivism, egoism and altruism, are interwoven threads that make up the social fabric of all organizations. In consequence, political behavior is an integral part of organizational life. These two interconnected characteristics of human behavior--conformism and opportunism--account for most of the actions and interactions that take place in organizations every day.This volume examines all kinds of organizations from a political perspective, analyzing them in terms of social power and politics. It presents several theories of power and compares them as it scrutinizes the political layout of organizations. For ease of understanding, the book applies the language of political games to describe organizational politics in terms borrowed from the realm of sports, such as contesters, playgrounds, encounters, rules of the game, strategies and tactics, scores, and victories and defeats. It thoroughly analyzes the concepts of social power and social influence from various points of view.Samuel outlines the variety of political games that are played in the realm of organizations, listing nine types of games in which individual level politics, group level politics, and organizational level politics take place. While scrutinizing the political layout of organizations, he also demonstrates how major issues dealt with through processes of decision-making turn into political agendas within organizations. He addresses the issue of managerial politics, drawing upon research that shows how managers influence their subordinates, and how executives conduct power struggles and political maneuvers to defend their lucrative positions.The Political Agenda of Organizations is an enlightening analysis of the power and influence in business organizations and will be of interest to sociologists and other social scientists as well as students of management and business administration."--Provided by publisher.
Individualism and collectivism, egoism and altruism, are interwoven threads that make up the social fabric of all organizations. In consequence, political behavior is an integral part of organizational life. These two interconnected characteristics of human behavior--conformism and opportunism--account for most of the actions and interactions that take place in organizations every day. This volume examines all kinds of organizations from a political perspective, analyzing them in terms of social power and politics. It presents several theories of power and compares them as it scrutinizes the political layout of organizations. For ease of understanding, the book applies the language of political games to describe organizational politics in terms borrowed from the realm of sports, such as contesters, playgrounds, encounters, rules of the game, strategies and tactics, scores, and victories and defeats. It thoroughly analyzes the concepts of social power and social influence from various points of view. Samuel outlines the variety of political games that are played in the realm of organizations, listing nine types of games in which individual level politics, group level politics, and organizational level politics take place. While scrutinizing the political layout of organizations, he also demonstrates how major issues dealt with through processes of decision-making turn into political agendas within organizations. He addresses the issue of managerial politics, drawing upon research that shows how managers influence their subordinates, and how executives conduct power struggles and political maneuvers to defend their lucrative positions. The Political Agenda of Organizations is an enlightening analysis of the power and influence in business organizations and will be of interest to sociologists and other social scientists as well as students of management and business administration.
Individualism and collectivism, egoism and altruism, are interwoven threads that make up the social fabric of all organizations. In consequence, political behavior is an integral part of organizational life. These two interconnected characteristics of human behavior--conformism and opportunism--account for most of the actions and interactions that take place in organizations every day. This volume examines all kinds of organizations from a political perspective, analyzing them in terms of social power and politics. It presents several theories of power and compares them as it scrutinizes the political layout of organizations. For ease of understanding, the book applies the language of political games to describe organizational politics in terms borrowed from the realm of sports, such as contesters, playgrounds, encounters, rules of the game, strategies and tactics, scores, and victories and defeats. It thoroughly analyzes the concepts of social power and social influence from various points of view. Samuel outlines the variety of political games that are played in the realm of organizations, listing nine types of games in which individual level politics, group level politics, and organizational level politics take place. While scrutinizing the political layout of organizations, he also demonstrates how major issues dealt with through processes of decision-making turn into political agendas within organizations. He addresses the issue of managerial politics, drawing upon research that shows how managers influence their subordinates, and how executives conduct power struggles and political maneuvers to defend their lucrative positions. The Political Agenda of Organizations is an enlightening analysis of the power and influence in business organizations and will be of interest to sociologists and other social scientists as well as students of management and business administration.
Good things do not always come to good people who deliver on their promises, act with integrity, and behave responsibly. Unfortunately, it takes more than a strong work ethic and long hours to get ahead or even survive in most organizations. Organizational survival often requires mastering organizational politics. But how are we supposed to learn how to navigate the often-treacherous world of tight coalitions, unwritten rules, and secret agendas? The Organizational Politics Playbook has the answers and includes fifty practical strategies that include how to: • Uncover the secret sources of power • Make others look good • Leave a bad organization with grace • Build a protective brain trust • Make yourself seem more valuable by creating a sense of scarcity While this book addresses predictable strategies such as creating fear, using coercion, and engaging in manipulation, it does so only to make sure you recognize them. Allison Vaillancourt believes we must know the dirty tricks of politics in order to combat them.
This fascinating book investigates the strategic importance of the production and dissemination of expertise in the activities of the international organizations (IOs) that have come to symbolize the dominance of the Western political and economic order.
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.
Building on the concept of depoliticization, this book provides a first systematic analysis of International Organizations (IO) apolitical claims. It shows that depoliticization sustains IO everyday activities while allowing them to remain engaged in politics, even when they pretend not to. Delving into the inner dynamics of global governance, this book develops an analytical framework on why IOs "hate" politics by bringing together practices and logics of depoliticization in a wide variety of historical, geographic and organizational contexts. With multiple case studies in the fields of labor rights and economic regulation, environmental protection, development and humanitarian aid, peacekeeping, among others this book shows that depoliticization is enacted in a series of overlapping, sometimes mundane, practices resulting from the complex interaction between professional habits, organizational cultures and individual tactics. By approaching the consequences of these practices in terms of logics, the book addresses the instrumental dimension of depoliticization without assuming that IO actors necessarily intend to depoliticize their action or global problems. For IO scholars and students, this book sheds new light on IO politics by clarifying one often taken-for-granted dimension of their everyday activities, precisely that of depoliticization. It will also be of interest to other researchers working in the fields of political science, international relations, international political sociology, international political economy, international public administration, history, law, sociology, anthropology and geography as well as IO practitioners.
Why are the economic interests and priorities of lower- and middle-class Americans so often ignored by the U.S. Congress, while the economic interests of the wealthiest are prioritized, often resulting in policies favorable to their interests? In Hijacking the Agenda, political scientists Christopher Witko, Jana Morgan, Nathan J. Kelly, and Peter K. Enns examine why Congress privileges the concerns of businesses and the wealthy over those of average Americans. They go beyond demonstrating that such economic bias exists to illuminate precisely how and why economic policy is so often skewed in favor of the rich. The authors analyze over 20 years of floor speeches by several hundred members of Congress to examine the influence of campaign contributions on how the national economic agenda is set in Congress. They find that legislators who received more money from business and professional associations were more likely to discuss the deficit and other upper-class priorities, while those who received more money from unions were more likely to discuss issues important to lower- and middle-class constituents, such as economic inequality and wages. This attention imbalance matters because issues discussed in Congress receive more direct legislative action, such as bill introductions and committee hearings. While unions use campaign contributions to push back against wealthy interests, spending by the wealthy dwarfs that of unions. The authors use case studies analyzing financial regulation and the minimum wage to demonstrate how the financial influence of the wealthy enables them to advance their economic agenda. In each case, the authors examine the balance of structural power, or the power that comes from a person or company’s position in the economy, and kinetic power, the power that comes from the ability to mobilize organizational and financial resources in the policy process. The authors show how big business uses its structural power and resources to effect policy change in Congress, as when the financial industry sought deregulation in the late 1990s, resulting in the passage of a bill eviscerating New Deal financial regulations. Likewise, when business interests want to preserve the policy status quo, it uses its power to keep issues off of the agenda, as when inflation eats into the minimum wage and its declining purchasing power leaves low-wage workers in poverty. Although groups representing lower- and middle-class interests, particularly unions, can use their resources to shape policy responses if conditions are right, they lack structural power and suffer significant resource disadvantages. As a result, wealthy interests have the upper hand in shaping the policy process, simply due to their pivotal position in the economy and the resulting perception that policies beneficial to business are beneficial for everyone. Hijacking the Agenda is an illuminating account of the way economic power operates through the congressional agenda and policy process to privilege the interests of the wealthy and marks a major step forward in our understanding of the politics of inequality.
The analysis of the formation processes and manifestations of political culture in the domain of international relations and organization lacks a concrete theoretical and methodological framework. However, the main theoretical and methodological deficits seem to be related to the need for a clear-cut definition of the concept itself as well as to the integration of political science methodological tools into the international institutional law debate. This book considers the basic theoretical and methodological requirements for the use of political culture as a conceptual tool in the field of international organization research. Moreover, it applies the core theoretical and methodological assumptions to three case-studies, namely, the United Nations, the Council of Europe and the European Union, which are perceived as agents of distinct political cultures in the international system.
Organizational Power Politics is about how individuals can achieve their objectives in organizational work groups. Office politics, or organizational politics, is a significant part of the life of everyone who works with others in formal or informal groups. These relationships are power-tinged, and success can be attained only as we use power effectively. Understanding what power is and how it can be used to gain personal or group objectives is the focus of the book. It provides readers with specific recommendations about the situations in which power use can be effective, and it identifies those tactics most effective in leading subordinates and superiors toward the achievement of our goals. This work will be of interest to scholars and practicing managers seeking information on how better to use organizational politics to attain personal and organizational goals. It provides insight into power theory, as well as a practical model for power use, strategic orientation, and operational tactics.