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Following the end of World War II in 1945, the Chinese Communist Party (CCP) spent the next three decades carrying out agrarian reform among nearly one-third of the world’s peasants. This book presents a new perspective on the first step of this reform, when the CCP helped redistribute over 40 million hectares of land to over three hundred million impoverished peasants in the nationwide land reform movement. This land reform, the founding myth of the People’s Republic of China (1949–present) and one of the largest redistributions of wealth and power in history, embodies the idea that an equal distribution of property will lead to social and political equality. Power Over Property argues that in practice, however, the opposite occurred: the redistribution of political power led to a more equal distribution of property. China’s land reform was accomplished not only through the state’s power to define the distribution of resources, but also through village communities prioritizing political entitlements above property rights. Through the systematic analysis of never-before studied micro-level data on practices of land reform in over five hundred villages, Power Over Property demonstrates how land reform primarily involved the removal of former power holders, the mobilization of mass political participation, and the creation of a new social-political hierarchy. Only after accomplishing all of this was it possible to redistribute land. This redistribution, moreover, was determined by political relations to a new structure of power, not just economic relations to the means of production. The experience of China’s land reform complicates our understanding of the relations between economic, social, and political equality. On the one hand, social equality in China was achieved through political, not economic means. On the other hand, the fundamental solution was a more effective hierarchy of fair entitlements, not equal rights. This book ultimately suggests that focusing on economic equality alone may obscure more important social and political dynamics in the development of the modern world.
Powerful societal leaders - such as politicians and Chief Executives - are frequently met with substantial distrust by the public. But why are people so suspicious of their leaders? One possibility is that 'power corrupts', and therefore people are right in their reservations. Indeed, there are numerous examples of unethical leadership, even at the highest level, as the Watergate and Enron scandals clearly illustrate. Another possibility is that people are unjustifiably paranoid, as underscored by some of the rather far-fetched conspiracy theories that are endorsed by a surprisingly large portion of citizens. Are societal power holders more likely than the average citizen to display unethical behaviour? How do people generally think and feel about politicians? How do paranoia and conspiracy beliefs about societal power holders originate? In this book, prominent scholars address these intriguing questions and illuminate the many facets of the relations between power, politics and paranoia.
Drawing on a wide range of social and psychological theories, Castells presents original research on political processes and social movements. He applies this analysis to numerous recent events - the misinformation of the American public on the Iraq War,the global environmental movement to preventclimate change, the control of information in China and Russia, Barak Obama's internet-based presidential campaigns, and (in this new edition) responses to recent political and economic crises such as the Arab Spring and the Occupy movement. On the basis of these case studies he proposes a newtheory of power in the information age based on the management of communication networks.
There is a dark side to human nature that is nurtured by the control of power. In an earlier book, The Powerholders, I I described several psychological principles that appear to govern the behavior of people who control and use social power. In particular, I examined how the successful use of power transformed, for the worse, the values and behavior of the influencing agent. My interest in the relation between technology and power grew out of reading David Howarth's Tahiti: A Paradise Lost,2 a description of the almost causal ways in which Western technology was used by early explorers and traders to obliterate the Tahitian civilization. In reflecting on what happened in Tahiti, what struck me was the similarity in the behavior of these explorers and traders to the behavior of the husbands, wives, and businessmen, in positions of power, that I wrote about in my earlier book. Technology and Power is concerned with the issue of how the added power provided by technology changes the behavior of people who control it. I describe these changes among managers at work, psychologists, physicians, and colonists. What unifies these disparate areas is the implacable logic of power. The seeming ease with which power promotes the derogation of those controlled by power provides, I believe, a needed perspective for viewing the many social problems generated by technology.
This third edition juxtaposes the very best publications on the city. It reflects the latest thinking on globalization, information technology and urban theory. It is a comprehensive mapping of the terrain of urban studies: old and new.
In this book, Hoyk and Hersey describe 45 "unethical traps" into which any one of us can fall. These traps, they say, can erupt in any organizational environment. Some of these traps distort our perception of right and wrong—so we actually believe our unethical behavior is right. Many of them are psychological in nature, and if we are not aware of them they are like illusions—webs of deception. In the authors' analysis, these traps significantly contributed to the large-scale corporate disasters we witnessed in recent years. Hoyk and Hersey take account of these realities and offer a "real-world" method that will predict, preclude, and, if necessary, "get us out of" these traps. Given the increased scrutiny under which all executives and mangers operate today, this book is a 'must read' for anyone who is charged with achieving an organization's mission—whether that mission is increasing profit, serving the common good, or both.
This progressive -volume introduces the concept of smart power in management, bringing contemporary humanistic values to the power dynamics of organizations and businesses. The chapters review sociopolitical, economic, and technological conditions fueling the recent shift in ideas about power in management, from the globalization of business to young workers’ motivation regarding their jobs and careers. Contributors examine a range of models, processes, and frameworks for planning and implementing smart power across diverse organizations, with accompanying challenges and caveats. In its theory and examples, the book makes a cogent case for the shift from traditional hard power, with its winner takes all culture and potential for abuses, to a more creative and democratic model. Included in the coverage: · The power of change and the need to change power: changing perception of power in the organizational setting. · The dynamics of Information and Communication Technologies and smart power: implications for managerial practice. · Economic growth, management, and smart power. · New Ways of Working: from smart to shared power. · Positive psychological capital: from strengths to power. · Narcissistic leadership in organizations: a two-edged sword. Redefining management : Smart power perspectives is proactive reading for students in professional and business-related academic fields (e.g., organizational behavior, sociology, and business and management), and for managers at all organizational levels. The book is a harbinger of transformative possibilities shaping the management landscape to come.
Capitalizing on significant developments in social science over the past twenty years, this book explores both the positive and negative aspects of power, identifying opportunities and threats. It shows how managers and employees can manage power in order to make it a constructive force in organizations.