Jeffrey Pfeffer
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"In this timely, provocative book, Jeffrey Pfeffer contends that many modern management commonalities such as long hours, work-family conflict, and economic insecurity are toxic to employees--hurting engagement, increasing turnover, and destroying people's physical and emotional health--while also being inimical to company performance. He argues that human sustainability should be as important as environmental stewardship. You don't have to do a physically...
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"'The leadership industry has failed,' charges Stanford Business School professor Pfeffer in this lively critique of a professional discipline driven, according to him, not by wisdom or a desire to foster leadership, but by money. Its precepts, he writes, are 'based more on hope than reality, on wishes rather than data, on beliefs instead of science.' Pfeffer sets out to help his readers rethink leadership by focusing on the root causes of failures...
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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...
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Every day companies and their leaders fail to capitalize on opportunities because they misunderstand the real sources of business success.
Based on his popular column in Business 2.0, Jeffrey Pfeffer delivers wise and timely business commentary that challenges conventional wisdom while providing data and insights to help companies make smarter decisions. The book contains a series of short chapters filled with examples, data, and insights that challenge...
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Although much as 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. 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...
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Everyone knows that networking is important for business success, but few people do it adequately or effectively. That is because people sometimes see networking as an odious task, as something that they are not good at doing, and as not being authentic. So there is a dilemma--on the one hand, people know that relationships matter--research shows that network skills are crucially important for promotions and earning more money--but on the other hand...
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Why 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...
9) 7 Rules of Power: Surprising - But True - Advice on How to Get Things Done and Advance Your Career
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Is power the last dirty secret or the secret to success? Both. While power carries some negative connotations, power is a tool that can be used for good or evil. Don't blame the tool for how some people have used it. If fully understood and harnessed effectively, power skills and understanding become the keys to increasing salaries, job satisfaction, career advancement, organizational change, and happiness. In 7 Rules of Power, Jeffrey Pfeffer, professor...
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Program highlights: Hierarchies are inevitable, so learn the rules of the game. Qualities that create power and why intelligence is not one of them. How we limit ourselves when it comes to acquiring power. Getting a job, having control over your work, and holding on to a job all require more than simply excelling at what you do. They require an understanding of power. According to Professor Pfeffer, individual power comes from political skill, which...