Smart Management: Using Politics in Organisations
Politics play a central role in all organisations but to this point they have largely been seen as a negative force. Butcher and Clarke expose this as a misunderstanding and show how political behaviour is entirely endemic to managerial activity and how understanding and managing it can have extremely powerful positive effects. They provide an approach to managing politics by balancing personal and organisational interests and show how the centrality of politics to organisational life make it the ideal place from which to change existing patterns of power and influence. Essential reading for directors and senior managers.
What people are saying - Write a review
We haven't found any reviews in the usual places.
Other editions - View all
25 per cent able achieve action activity patterns agendas authority awareness become behaviour boss business environment business school business unit capable politicians challenge change management chapter Colin collaboration concept constructive politics corporate unity create customers Dave DAVID BUTCHER decision-making democracy democratic democratisation Derek effective employees example fundamental Gerard global goals groups hierarchy ical idea impact individuals influence Inica isational issues knowledge lobbying managerial Managing upwards manufacturing MARTIN CLARKE means ment motives Motorola networking operation organ organisational politics Percy Barnevik perspective political activity political frame political mindset position potential practice principles programmes projects question rational management rational mindset rational model rational organisation realised recognise relationships responsibility riate role self-interest senior management significant skills social sources of power stakeholders Steve strategy success tacit knowledge theorists thinking tion tive top-down trust understand worthy cause