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Most managers view organization politics as a routine part of their job, and as an important contributor to career success, as well as to personal and organizational performance. This eagerly anticipated Second Edition has been updated to reflect new research and current perspectives on this integral part of organizational life. Power, Politics, and Organizational Change focuses on the manager acting as internal change agent. The authors emphasize the context in which managers initiate change, how this is achieved, and how actions are accounted for. 

In this pathbreaking work, Elisabeth S. Clemens recovers the social origins of interest group politics in the United States. Between 1890 and 1925, a system centered on elections and party organizations was partially transformed by increasingly prominent legislative and administrative policy-making as well as the insistent participation of non-partisan organizations. Clemens sheds new light on how farmers, workers, and women invented strategies to circumvent the parties. Voters learned to monitor legislative processes, to hold their representatives accountable at the polls, and to institutionalize their ongoing participation in shaping policy. Closely analyzing the organizational politics in three states—California, Washington, and Wisconsin—she demonstrates how the political opportunity structure of federalism allowed regional innovations to exert leverage on national political institutions. An authoritative statement on the changes in American politics during the Progressive Era, this book will interest political scientists, sociologists, and American historians.

Stop Playing Games! by best-selling author Rick A. Morris takes a completely different look at project management, using games like The Pricing Game, Guess the Truth, and Grapevine; to illustrate and help readers overcome organizational politics on projects. This one-of-a-kind book from the author of Project Management That Works! and The Everything Project Management Book dives deep into the topics of gaining buy-in from upper management, accurately estimating time and cost, controlling project communication, managing within corporate culture, taking care of your team, and more. Challenges and issues covered in this book include: - Presenting management with realistic options - Getting your point across without confrontation - Controlling the message and the communication channels - Utilizing honesty and trust as a project management tool - Knowing what is under your control, and what is not - Overcoming poor project management conditions - Making real change happen without taking things personally! If navigating organizational politics is stifling your ability to effective manage projects, you need to read this book today!

The authors reassess contemporary political thought, concentrating on how political institutions function, how they affect political life, how they change, and how they might be improved

The U.S. Food and Drug Administration is the most powerful regulatory agency in the world. How did the FDA become so influential? And how exactly does it wield its extraordinary power? Reputation and Power traces the history of FDA regulation of pharmaceuticals, revealing how the agency's organizational reputation has been the primary source of its power, yet also one of its ultimate constraints. Daniel Carpenter describes how the FDA cultivated a reputation for competence and vigilance throughout the last century, and how this organizational image has enabled the agency to regulate an industry as powerful as American pharmaceuticals while resisting efforts to curb its own authority. Carpenter explains how the FDA's reputation and power have played out among committees in Congress, and with drug companies, advocacy groups, the media, research hospitals and universities, and governments in Europe and India. He shows how FDA regulatory power has influenced the way that business, medicine, and science are conducted in the United States and worldwide. Along the way, Carpenter offers new insights into the therapeutic revolution of the 1940s and 1950s; the 1980s AIDS crisis; the advent of oral contraceptives and cancer chemotherapy; the rise of antiregulatory conservatism; and the FDA's waning influence in drug regulation today. Reputation and Power demonstrates how reputation shapes the power and behavior of government agencies, and sheds new light on how that power is used and contested.

The authors reassess contemporary political thought, concentrating on how political institutions function, how they affect political life, how they change, and how they might be improved

Organization politics can be seen as a game in which players compete for different kinds of territory such as status, power, and influence. In Power, Politics and Organizational Change, David Buchanan and Richard Badham ask: What’s the relevance of politics to change and innovation? What kind of game is this? What, if any, are the rules? How is the game played? What ethical issues arise? Should one play this game to win, and if so, how? How can you develop political expertise? The third edition has been thoroughly updated and revised. This includes discussion of current trends heightening the importance of developing political will and skill in a post-truth era, the rise of ‘new power’, the role of ‘BS busting’, the power of storytelling, and the politics of speaking up.  

Organization politics can be seen as a game in which players compete for different kinds of territory such as status, power, and influence. In Power, Politics and Organizational Change, David Buchanan and Richard Badham ask: What’s the relevance of politics to change and innovation? What kind of game is this? What, if any, are the rules? How is the game played? What ethical issues arise? Should one play this game to win, and if so, how? How can you develop political expertise? The third edition has been thoroughly updated and revised. This includes discussion of current trends heightening the importance of developing political will and skill in a post-truth era, the rise of ‘new power’, the role of ‘BS busting’, the power of storytelling, and the politics of speaking up.  

The Politics of Numbers is the first major study of the social and political forces behind the nation's statistics. In more than a dozen essays, its editors and authors look at the controversies and choices embodied in key decisions about how we count―in measuring the state of the economy, for example, or enumerating ethnic groups. They also examine the implications of an expanding system of official data collection, of new computer technology, and of the shift of information resources into the private sector. A Volume in the Russell Sage Foundation Census Series

CEO’s, presidents, power players, and organizational leaders must weave a tangled web between impact and influence. Is it possible to do both? How can you lead and transform an organization, company, or business amidst a tattered company culture, broken relationships, internal politics and external stressors? Enter, Gary Brantley. Who’s nailed the 7-step strategy on how impact and influence can peacefully collide to empower leaders to build effective teams, healthy workplace cultures, and thriving business ecosystems with organizational transformation. Through navigating some of the nation’s top tech companies to leading information technology for one of the largest and most robust cities in the country, Gary has proven success of executing The Art ofOrganizational Transformation with consistency.It’s time to implement a new plan to maximize your valuable time, position yourself as both a leader and a trusted ally, use charisma as the secret formula to your business solutions, re-write your organizational narrative, and ignite change champions to set your vision on fire. It’s time to approach even your personal life with smart strategies that have the power to transform your relationships, your family, and your future.You deserve to be the leader who changes your organization forever. Your impact can be bigger. Your influence can be lasting. here’s an art to it. When you do these things and you do them well, you are on your way to organizational transformation.

Politics. Cultural Writing. Founded in Seattle in 1967, the working-class feminist group Radical Women continues to fight for social justice, freedom from oppression, and an end to capitalism. This manifesto covers the history and theoretical underpinnings of the movement, from its marxist origins to the present day, and establishes the goals and structures for Radical Women of today. This visionary manifesto is for today's warriors, wherever we are. It's a brilliant guide toward our common goal: freedom -- Debbie Brennan, Radical Women Organizer, Melbourne, Australia.

Teachers and administrators who understand the "politics" in schools can operate more successfully to facilitate change. This text teaches educators to identify and influence common social patterns that affect their work in school organizations. It combines literature from educational leadership and foundations of education to provide a comprehensive introduction to organizational theories related to schooling. A particularly notable feature is that in addition to traditional bureaucratic and political approaches, there is a substantial focus on recent critical and feminist theories. Extensive use of narrative vignettes makes the theories accessible for prospective and practicing teachers. Practice cases and exercises assist students in applying the theories to their own organization settings. Assuming little prior knowledge of theories about school organizations, this volume is intended as a text for introductory graduate courses, as well as for advanced undergraduate courses, and groups such as site-based management teams and district professional development committees.

This is a book about powerful processes that impact organizations but usually remain unseen, unspoken, or unacknowledged. Collectively called covert processes, they include hidden agendas, blind spots, organizational politics, the elephant in the room, secret hopes and wishes, tacit assumptions, and unconscious dynamics. Although covert in their workings, these processes can be insidious in their impacts, often shaping outcomes without our fully realizing it. In some ways this book can be seen as an extension of the pioneering work by organizational psychologist Ed Schein on process consultation, especially on the importance of being able to decipher hidden forces. ''One of the most important functions of process consultation is to make visible that which is invisible'' (1999, p.84). Toward that end, this book provides frameworks, principles, and practices that will be useful in diagnosing and addressing the hidden dynamics that can impact what you are doing and how it gets done. Although the ideas are grounded in a wide range of social science research and theory, there is little attention to definitions and literature reviews of specific theories or types of covert processes. A thematic bibliography is included for readers interested in exploring the ideas that helped shape the book. Finally, the book integrates all hidden dynamics instead of focusing on one or two. It asks and answers the question: What do all types of covert processes have in common and what can you do about them?

Organizational change initiatives often fail because they overlook the powerful role played by concealed or subconscious factors—hidden agendas, blind spots, office politics, tacit assumptions, and secret hopes, wishes, or fears. Covert Processes at Work provides a coherent approach for identifying and dealing with all of these hidden dynamics, showing precisely how to bring them to light and limit their insidious impacts. Each chapter offers specific tools and techniques for engaging and managing these “under-the-table” processes along with case examples that clearly demonstrate the ideas and methods in action. Covert Processes at Work is a comprehensive and practical guide that managers, staff specialists, and consultants can use to deal with the hidden dynamics that are at the root of many organizational problems.

From interpreting the world to changing it, a synthesis of Chomsky's early work on philosophy, linguistics, and politics. Originally delivered in 1971 as the first Cambridge lectures in memory of Bertrand Russell, Problems of Knowledge and Freedom is a masterful and cogent synthesis of Noam Chomsky's moral philosophy, linguistic analysis, and emergent political critique of America's war in Vietnam. In the first half of this wide-ranging work, Chomsky takes up Russell's lifelong search for the empirical principles of human understanding, in a philosophical overview referencing Hume, Wittgenstein, von Humboldt, and others. In the following half, aptly titled "On Changing the World," Chomsky applies these concepts to the issues that would remain the focus of his increasingly political work of the period—his criticisms of the war in Indochina and the Cold War ideology that supported it, of the centralization of US decision-making in the Pentagon and the growing influence of multinational corporations in those circles, and of the politicization of American universities in the post- World War II years, as well as his analyses of the Cuban Missile Crisis and Nixon's foreign policies.

With America ever under global scrutiny, Russell Banks contemplates the questions of our origins, values, heroes, conflicts, and contradictions. He writes with conversational ease and emotional insight, drawing on contemporary politics, literature, film, and his knowledge of American history.

This volume focuses on the ways in which corporations exercise political power, and how changes in the political-legal arrangements in which corporations are embedded affect their organizational behavior. Drawing from a range of theoretical perspectives, the articles in this collection further our understanding of political capitalism, the utilization of political outlets to attain conditions of stability, predictability, and security in the economy and to preserve the social relations in capitalist society. Corporations exercise political and economic power to establish public policies that facilitate rationalization of the economy: creating the political, economic and ideological conditions that are intended to advance their capital accumulation agendas. By examining the historical and dialectical relationship between the corporation and the state, the authors identify conditions within which capitalists mobilize politically to define and redefine the institutional arrangement in which they are embedded. However, the capitalist class and corporate management do not always have a coherent conception of the relationships between their economic goals and the means necessary to achieve those goals. Thus, in addition to the intended consequences of corporate political mobilization, these articles show that rationalization is a historical process that is characterized by contradictions and unintended consequences.

Plasticity into Power works out, through historical examples, a major theme of Unger’s work—the relation between institutional and organizational flexibility and the development of our collective ability to produce or to destroy. The message of the book is that the practical success of a society depends on its capacity for permanent innovation. Certain practices and institutions—the history and content of which Unger explores—can nurture this capacity.Unger pursues this topic through wide-ranging historical inquiries into the European escape from the recurring crises that foreclosed political and economic breakthroughs in the great empires of the past; the invention of revolutionary approaches to the governmental protection of wealth; and the social conditions of military success, viewed as sources of insight into the social foundations of economic growth. Throughout, Plasticity into Power exemplifies a conception of the relation between theory and history that remains faithful to the surprising, open-ended quality of lived experience.

How do social movements die? Some explanations highlight internal factors like factionalization, whereas others stress external factors like repression. Christian Davenport offers an alternative explanation where both factors interact. Drawing on organizational, as well as individual-level, explanations, Davenport argues that social movement death is the outgrowth of a coevolutionary dynamic whereby challengers, influenced by their understanding of what states will do to oppose them, attempt to recruit, motivate, calm, and prepare constituents while governments attempt to hinder all of these processes at the same time. Davenport employs a previously unavailable database that contains information on a black nationalist/secessionist organization, the Republic of New Africa, and the activities of authorities in the U.S. city of Detroit and state and federal authorities.