THE PORTABLE MBA IN MANAGEMENT by Allan R. Cohen. John Wiley & Sons, 2002, 2nd Ed.
 DEDICATION --- For the organizations in which we work and consult --- since they are "living laboratories" for observing, participating in, and learning from the powerful effects of skilled management leadership --- or its absence!

PART 1 --- PERSONAL AND INTERPERSONAL FRAMEWORKS (p1-239)

5) Power, politics, and influence --- the savvy and substance o action in organizations by Anne Donnellon (p113-146)

    [1] What is power? (p114-115)

    [2] The case of Julia Dobbins (p115-117)

    [3] Analyzing power dynamics (p117-119)

    [4] Structural factors in power dynamics (p119-122)

    [5] Sources of power and how they are acquired (p122-125)

    [6] Types of power (p125-126)

    [7] Inluence strategies and situational constraints (p127-133)

      "You are more powerful than you think" argues Cohen and Bradford in their book INFLUENCE WITHOUT AUTHORITY. They identify FIVE TYPES of "currencies" that employees have or seek in work settings. They are: (p128)

            (1) Inspiration-related currency

            (2) Task-related currency

            (3) Position-related currency

            (4) Relationship-related currency

            (5) Person-related currency.

    [8] Paradoxes of power (p133-135)

    [9] A guide for exercising influence --- the complete list of main questions and sub-topics are on page 137 (p137-145)

      (1) What are my objectives? (p138)

      (2) Whose cooperation do I need to accomplish my objectives? (p138)

      (3) Whose support do I need to accomplish my objectives? (p138)

      (4) Who will be affected by my plan? (p138-139)

      (5) Whose resistance could prove fatal to the successful implementation of the plan? (p140)

      (6) Who are the friends and allies of these influential people? (p140)

      (7) What are the goals, stakes, assumptions, perceptions, and feelings of those influential people? (p140-141)

      (8) What are my sources of power? (p141)

      (9) What currencies do I have that any of these people might want? (p142)

      (10) What are the situational factors that will constrain the effectiveness of my "influence strategy"? (p142-143)

      (11) Which "influence strategy" is likely to be the most effective, given the situational factors? (p143-144)

      (12) When, where, and how should I employ my "influence strategy"? (p144-145)

    [10] Conclusion (p145-146)

9) MANAGING HUMAN RESOURCES STRATEGICALLY --- THE CHALLENGE

    [1] What is "strategic human resource" management? (p278-282)

      Human Resource Management involves four generic activities:

      (1) Selection practices --- Organizational activities that relate to the movement of people among positions through both promotion and external hiring.

      (2) Appraisal practices --- Feedback systems that examine and measure the different kinds offormance that people deliver.

      (3) Reward practices --- Systems through which employees are recognized and compensated for doing good work.

      (4) Developmental practices --- Various activities that are intended to improve the match between employees' skills and the demands of their jobs. (p278)

    [2] Human resource management --- from operational to strategic (p279-280)

      (1) Selecting people "strategically" (p280)

      (2) Appraising people "strategically" (p281)

      (3) Rewarding people "strategically" (p281)

      (4) Developing people "strategically" (p281-282)

    [3] Companies --- large organizations --- are pressured to change their strategic postures (p282-285)

      (1) Changing from a "fortress" to a "network" form of organization (p284-285)

    [4] Implementing a human resource strategy (p285-286)

      (1) Selection strategies (p286-287)

      (2) Developmental strategies (p287-289)

      (3) Appraisal strategies (p289-290)

      (4) Reward strategies (p290-291)

    [5] Recasting human resource practices --- an integrative view (p291-296)

    [6] Managing contradictions (p296-299)

    [7] Conclusion --- HOW TO DO IT! (p299-302)

PART 2 --- ORGANIZATIONAL FRAMEWORKS (p239-394)

INDEX (p395-402)

Go to: Change Issue at Work
Go to: Success Issue at Work
Go to: Leadership Issue at Work
Go to: Leadership Control Essay
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