Power, politics, and organizational change : winning the turf game
Author(s)
Bibliographic Information
Power, politics, and organizational change : winning the turf game
Sage Publications, 1999
- : hbk
- : pbk
Available at 17 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references (p. [237]-248) and index
Description and Table of Contents
Description
`Anecdotes and case illustrations, including checklists and guidelines are provided, making this book useful for post-experience and postgraduate students of management and organizational behaviour, and for senior undergraduates. This book will also be relevant to managers and employees involved in organizational change' - European Forum for Management Development
Power, Politics, and Organizational Change offers a theoretical and practical guide to the politics of change - an aspect of organizational life that plays a more significant role than is commonly admitted. The focus lies with the internal change agent, rather than with external consultants, as change is now a key element in the roles of most managers, who typically combine change responsibilities with their regular day job. A fresh perspective is developed, emphasizing the context in which the change agent operates, explicit and tacit warrants for particular actions, skills in accounting for one's political behaviour, and the reputation of the change agent.
David Buchanan and Richard Badham argue that the change agent who is not politically skilled will fail. This implies that it is necessary to be able and willing to intervene in the political processes of the organization, to push particular agendas, to influence decisions and decision makers, to deal with criticism and challenge, to cope with resistance, to maintain one's reputation.
Some managers regard political calculations and activities as distasteful. Some textbooks advise the change agent to avoid involvement in the turf game.This book argues that such avoidance tactics are both naive and unprofessional.
Table of Contents
How Far Are You Prepared to Go?
The Terminology Game
Sit in Judgement
Men Behaving Badly
The Entrepreneurial Hero
The Politics of Failure and the Failure of Politics
Power-Assisted Steering
Maxims for Princes and Princessas
The Triggering Factors
by "Nielsen BookData"