Management and Organizational Behavior Books by Prof. Jeffrey Pfeffer

  Management and Organizational Behavior Books by Prof. Jeffrey Pfeffer

Books in list (11)


Title: Leadership BS: Fixing Workplaces and Careers One Truth at a Time

The author of Power, Stanford business school professor, and a leading management thinker offers a hard-hitting dissection of the leadership industry and ways to make workplaces and careers work better. The leadership enterprise is enormous, with billions of dollars, thousands of books, and hundreds of thousands of blogs and talks focused on improving leaders. But what we see worldwide is employee disengagement, high levels of leader turnover and career derailment, and failed leadership development efforts.
Author(s): Jeffrey Pfeffer
ISBN 13: 9780062383167
Pages: 272
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Title: Hard Facts, Dangerous Half-Truths and Total Nonsense: Profiting from Evidence-Based Management

A Better Way to Separate Sound Management Ideas from Seductive Hype The best organizations have the best talent. . . Financial incentives drive company performance. . . Firms must change or die. Popular axioms like these drive business decisions every day. Yet too much common management "wisdom" isn’t wise at all-but, instead, flawed knowledge based on "best practices" that are actually poor, incomplete, or outright obsolete. Worse, legions of managers use this dubious knowledge to make decisions that are hazardous to organizational health. Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held-but ultimately flawed-management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere. This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life - and shows how to finally turn this common sense into common practice.

2006 'Best Of' lists:

  • Advertising Age: Ten Books You Should Have Read in 2006
  • Strategy+Business: Best Business Books of 2006 - Management category
  • Globe and Mail: Managing Books Top Ten of 2006
  • Financial Review: Top 50 Management Books for 2006
  • Globe and Mail - 2006 Best Business Book of the Year

Author(s): Jeffrey Pfeffer
ISBN 13: 9781591398622
Pages: 276
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Title: The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action

The market for business knowledge is booming, as companies looking to improve their performance pour billions of dollars into training programs, consultants, and executive education. Why, then, are there so many gaps between what firms know they should do and what they actually do? Why do so many companies fail to implement the experience and insight they've worked so hard to acquire? The Knowing-Doing Gap is the first book to confront the challenge of turning knowledge about how to improve performance into actions that produce measurable results.

Jeffrey Pfeffer and Robert Sutton, well-known authors and teachers, identify the causes of the knowing-doing gap and explain how to close it. The message is clear-firms that turn knowledge into action avoid the "smart talk trap." Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place.

The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

Jeffrey Pfeffer and Robert Sutton Close The Knowing-Doing Gap and Win Management General's Management "Book Of The Year" for 2000
The Knowing-Doing Gap shows how insincere talk, faulty memory, irrational fear, misguided measurement, and errant internal competition can block companies from taking good things they already know and converting them into things they can do-now! The book is brash, fiery in its opinions and phrasings, willing to impose "tough love" on managers who may be too easily content with high-gloss yet merely cosmetic fads. Pfeffer and Sutton close the knowing-doing gap; open their book and you can too!"

Management General, December 2000

Author(s): Jeffrey Pfeffer
ISBN 13: 9781578511242
Pages: 336
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Title: Managing with Power: Politics and Influence in Organizations

Although much has been written about how to make better decisions, a decision by itself changes nothing. The big problem facing managers and their organizations today is one of implementation--how to get things done in a timely and effective way. Stanford Business School Professor Jeffrey Pfeffer argues that problems of implementation are really issues of how to influence behavior, change the course of events, overcome resistance, and get people to do things they would not otherwise do. In a word, power. Managing with Power provides an in-depth look at the role of power and influence in organizations. Power is often disparaged, yet Pfeffer shows convincingly that its effective use is an essential component of strong leadership. With vivid examples from Lyndon Johnson and Henry Kissinger to John Sculley and Henry Ford, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. And he provides a fascinating look at the personal attributes--such as flexibility, stamina, and a high tolerance for conflict--and the structural factors--such as control of resources, access to information, and formal authority--that can help managers advance organizational goals and achieve individual success. Pfeffer begins his comprehensive evaluation of power by helping managers recognize situations that involve the use of power, and shows how to identify the principal actors and their likely points of view. He then looks at the different sources of power, and explains why some organizations and people use power more effectively than others. Next, he explores the specific strategies and tactics through which power and influence are used--how they help managers achieve tangible results. And finally, he considers issues of power dynamics: how power is lost, the role of power in the process of organizational change, and the positive and negative consequences of power for organizations. Politics and infl

An in-depth look at the role of power and influence in organizations. Pfeffer demonstrates the necessity of power in mobilizing political support and resources to get things done in any organization, and he looks at the personal attributes and structural factors that help managers advance organizational goals and achieve individual success.

Author(s): Jeffrey Pfeffer
ISBN 13: 9780875844404
Pages: 400
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Title: The External Control of Organizations: A Resource Dependence Perspective

“Two of the best minds in the business, Pfeffer and Salancik crafted this powerful argument that remains timely and timeless. That’s the true test of a classic. The External Control of Organizations is a trusted, durable, evocative work.” —Karl E. Weick,Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan Business School
“Launching the resource dependence theory of organizations, this influential work was the first to recognize the power of the wider social-political environment as a force shaping organizational structure and behavior. Recognizing that all organizations must acquire resources from the environment as a condition of their survival, Pfeffer and Salancik demonstrate how resource dependence gives rise to power problems and, potentially, to political solutions.” —W. Richard Scott,Stanford University

Author(s): Jeffrey Pfeffer
ISBN 13: 9780804747899
Pages: 336
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Title: Hidden Value: How Great Companies Achieve Extraordinary Results with Ordinary People

The "war for talent" is one battle every company believes it should be waging. But while competitors are busy chasing after the same "hot" individuals, smart companies are doing something infinitely more useful and far more difficult to copy — they're building organizations that make it possible for ordinary people at every desk and cubicle in their companies to perform as if they were stars.

Blowing up the prevailing wisdom that companies must chase and acquire top talent in order to remain successful, Hidden Value argues instead that the source of sustained competitive advantage already exists within every organization. O'Reilly and Pfeffer, leading experts on organizational behavior and human resources, argue that how a firm creates and uses talent is far more important than how the firm attracts talent. The authors provide vivid, detailed case studies of several organizations in widely disparate industries — including Southwest Airlines, Cisco Systems, The Men's Wearhouse and NUMMI — to illustrate how long-term success comes from value-driven, interrelated systems that align good people management with corporate strategy.

In a refreshing break from management tomes that force-feed superficial frameworks and trite "rules," the authors instead allow the company stories to take center stage. They guide readers in discovering for themselves how seven different firms maximize talent, why one firm hasn't fully released the hidden value in its work force, and, most importantly, how the winning companies have made it tough for competitors to imitate them. Collectively, the stories reveal a common path to successthat places values before strategy, emphasizes implementation over planning, and focuses on getting the best out of all employees, not just individual stars. The authors also explore concerns or questions managers might have about how each company's experience parallels or conflicts with their own.

Providing a rare opportunity for managers to actively participate in an invaluable learning process, Hidden Value offers a customizable template for building high-performance, people-centered organizations.

Author(s): Charles A. O'Reilly
ISBN 13: 9780875848983
Pages: 304
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Title: The Human Equation: Building Profits by Putting People First

Why is common sense so uncommon when it comes to managing people? How is it that so many seemingly intelligent organizations implement harmful management practices and ideas? In his provocative new book, The Human Equation, bestselling author Jeffrey Pfeffer examines why much of the current conventional wisdom is wrong and asks us to re-think the way managers link people with organizational performance. Pfeffer masterfully builds a powerful business case for managing people effectively--not just because it makes for good corporate policy, but because it results in outstanding performance and profits. Challenging current thinking and practice, Pfeffer: --Reveals the costs of downsizing--and provides alternatives; --Identifies troubling trends in compensation, and suggests better practices; --Explains why even the smartest managers sometimes manage people unwisely; --Demonstrates how market-based forces can fail to create good people management practices, creating a need for positive public policy; --Provides practical guidelines for implementing high-performance management practices. Filled with information and ideas, The Human Equation provides much-needed guidance for managing people more wisely--and more profitably. "Distinguishing himself from other writers who tackle such topics in a touchy-feely way, Pfeffer has attempted to address corporate managers in a language they can understand: numbers."--The Washington Post Book World "One hopes that Pfeffer's book is read, not just by people who already agree with him, but by the CEOs and executives he so passionately directs his argument toward. If he's even partly right, we all could profit from his advice."--Training "The Human Equation is simplicity itself. Jeffrey Pfeffer shows that organizations that support, encourage, and build the skills of their people outperform all competitors. The power of committed minds and hearts working toward a common goal wins today and builds for tomorrow."--Frances Hesselbein, President and CEO, The Drucker Foundation
Author(s): Jeffrey Pfeffer
ISBN 13: 9780875848419
Pages: 345
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Title: Power in organizations

Author(s): Kathy Lammerding
ISBN 13: 9780273016397
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Title: Competitive advantage through people

Competitive Advantage Through People explores why—despite long-standing evidence that a committed work force is essential for success—firms continue to attach little importance to their workers. The answer, argues Pfeffer, resides in a complex web of factors based on perception, history, legislation, and practice that continues to dominate management thought and action. Yet, some organizations have been able to overcome these obstacles. In fact, the five common stocks with the highest returns between 1972 and 1992—Southwest Airlines, Wal-Mart, Tyson Foods, Circuit City, and Plenum Publishing—were in industries that shared virtually none of the characteristics traditionally associated with strategic success. What each of these firms did share is the ability to produce sustainable competitive advantage through its way of managing people. Pfeffer documents how they—and others—resisted traditional management pitfalls, and offers frameworks for implementing these changes in any industry.A Library Journal Best Business Book of the Year. "A masterful, riveting performance."—Tom Peters
Author(s): Jeffrey Pfeffer
ISBN 13: 9780875847177
Pages: 304
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Title: Power: Why Some People Have It

In this crowning achievement, one of the greatest minds in management theory reveals how to succeed and wield power in the real world.

Over decades of consulting with corporations and teaching MBA students the nuances of organizational power, Jeffrey Pfeffer has watched numerous people suffer career reversals even as others prevail despite the odds.

Our most common mistake is not having a realistic understanding of what makes some people more successful than others. By believing that life is fair, we tend to subscribe to the “just-world phenomenon,” which leaves us unprepared for the challenges and competition of the real world.

Now Pfeffer brings decades of his incredible insights to a wider audience. Brimming with counterintuitive advice, numerous examples from various countries, and surprising findings based on his research, this groundbreaking guide reveals the strategies and tactics that separate the winners from the losers. Power, he argues, is a force that can be used and harnessed not only for individual gain but also for the benefit of organizations and society. Power, however, is not something that can be learned from those in charge—their advice often puts a rosy spin on their ascent and focuses on what should have worked, rather than what actually did. Instead, Pfeffer reveals the true paths to power and career success. Iconoclastic and grounded in the realpolitik of human interaction, Power is an essential organizational survival manual and a new standard in the field of leadership and management.

Author(s): Jeffrey Pfeffer
ISBN 13: 9780061789083
Pages: 273
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