Read more
Management is helpless without the power to direct and control the pursuit of well-defined corporate goals. McCalley identifies six distinct patterns of power within organizations, arguing that management can and must use all of them creatively and ethically for the organization's benefit. Top-down position power is familiar, but not the only option. McCalley identifies others along with their sources, patterns of development, and common use-often abused-in recognizable management situations. Managers need to use their authority and power to drive the energy of dynamic organizations, asserts McCalley, but they must learn to do it without creating factionalism and conflict, and without subjugating subordinates.
Surprising insights into the mystery of why otherwise competent managers often fail are mixed with practical wisdom for executives, teachers, and students who will one day assume positions of power. Among the book's special characteristics is McCalley's comprehensive discussion of the impacts that every type of power, authority, influence, and leadership can have, what their basic sources are, and how their structural and functional effects impact the ability to manage.
List of contents
Preface
The Six Positions of Power in an OrganizationIntroduction to Power in an Organization
Position Power
The Power of Providers
The Power of Participation
Presumed Power
Policy Power
The Power of Persuasion
Power Enhancers
The Power of Structure, the Manager, and ManagementPower in the Organizational Structure
The Manager's Power
Management's Role: Direct and Control
Manage with Power, Authority, and StyleManage People with Authority and Power
Manage Functions by Accountability
When to Manage: When to Lead
Manage with Power and Style
Manage Problems: Improve Productivity
The Pathology of Power
Epilogue: Follow the Yellow Brick Road
Annotated Bibliography
References
Index
About the author
Russell McCalley
