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The Manager as Politician, by Jerry W. Gilley
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Politics is a way of life in every organization. Like it or not, managers must develop political savvy in order to succeed as leaders; every interaction has political undertones that affect their performance in the workplace. As politicians, managers are called upon to bring together parties with different (and often competing) agendas, and to demonstrate the experience, capabilities, and qualities necessary to solve problems and make decisions in a timely fashion. As politicians, managers must be keenly aware of the human and organizational aspects of conflict―along with techniques to resolve it―while successfully balancing individual, group, and organization-wide goals and priorities.
The Manager as Politician examines the dynamics of organizational power plays and interpersonal communication, and shows managers how to step over landmines, overcome challenges, and develop the skills and instincts necessary for political survival. Jerry W. Gilley outlines the key roles and responsibilities of the political navigator, who is adept at identifying allies and foes, building trust, and delivering results. Featuring personal assessment and development tools and an extensive listing of related books, journals, organizations and web sites, The Manager as Politician is an essential resource for managers looking to establish effective relationships with employees, colleagues, and organizational leaders, while enhancing their authority and influence.
- Sales Rank: #980310 in Books
- Published on: 2005-12-30
- Original language: English
- Number of items: 1
- Dimensions: .69" h x 6.50" w x 9.56" l, .88 pounds
- Binding: Hardcover
- 168 pages
Review
"Gilley paints a rather unpleasant-but probably quite realistic-portrait of the organizational environment. He then explains how he helps managers navigate the political seas by learning how power, politics, and influence work in their organizations. The outlook improves as managers learn the negotiating, partnership-building, and consensus-building skills they need in order to successfully traverse their political milieux. Gilley includes a hands-on chapter in which managers can develop their own plans and do self-assessment exercises. His topically arranged bibliography is handy as well. As the most scholarly work in this roundup, this book is recommended for academic library business collections." - Library Journal
"Gilley discusses the importance of political understanding to be a more effective manager. He addresses political navigation within organizations and with clients, understanding power and influence, the roles and responsibilities of the manager, important skills and strategies, and development plans and self- assessment tools." - Reference & Research Book News
Review
"Read the book, use the tools, and sharpen your political skills--skills that are especially needed in the era of the networked and flattened organizations of the 21st century." (Peng Soon Lim, President, Learning & Performance Systems)
About the Author
Jerry W. Gilley is Professor and Chair of the Organizational Performance and Change and Human Resource Studies programs at Colorado State University. Previously on the faculty at Iowa State University, Western Michigan University, and the University of Nebraska-Lincoln, he also served as Principal and Director of Organization and Professional Development for Mercer Human Resource Consulting. Currently serving as President of the Academy of Human Resource Development, he is the author, co-author, and co-editor of dozens of articles and over a dozen books, including The Performance Challenge, Beyond the Learning Organization, Stop Managing, Start Coaching, and Organizational Learning, Performance, and Change, recipient of the Academy of Human Resource Development book-of-the-year award in 2000.
Most helpful customer reviews
2 of 2 people found the following review helpful.
Disappointing jumble of ideas
By Eli62
You might like this book if you're happy to sort through lots and lots of pieces of advice in search of the occasional insight that works for you. I approached the work as someone who has written about political dynamics and hoped to find ideas and insights that would help me expand my own thinking. I wanted to like the book, but I didn't find anything that seemed new and finally gave up on my initial plan to read the entire book. The work strikes me as all trees and no forest. There's no overarching framework that I could identify, and I'm not clear on how the author defines politician and political.
For example, in the opening chapter, Gilley discusses the idea of a "political interaction." He first defines a political interaction as a "conversation between you and another person designed to achieve a desired result while simultaneously meeting the interests and needs of all parties." That sounds very broad but not very political. It gets odder a couple of pages later when he says that the "primary purpose of political interactions is to assist others by helping them understand their concerns, expectations, thoughts and fears." That sounds to me more like a definition of a counseling session. Go a couple more pages, and you read that a "political interaction is a one-on-one exchange with an individual or group for the purpose of gaining a distinct advantage, building a relationship, sharing information, and/or identifying needs, interests, or expectations." Leaving aside the puzzling idea of a one-one conversation with a group, this definition seems to cover almost any conversation about anything. Put it all together and I get the impression that the author has no coherent framework and doesn't remember what he wrote from one page to the next.
There are lots of specific pieces of advice, but often there's no specification of where these ideas came from. Are they based on research with practicing managers? On the author's own experience? On existing literature? On the author's armchair speculation? Sometimes the author cites specific studies, but much of the time it's not clear.
0 of 0 people found the following review helpful.
POWERFUL GUIDE TO BEING EFFECTIVE IN THE WORLD OF ORGANIZATIONAL POLITICS--THE ART OF GETTING THINGS DONE!
By Yvette Borcia and Gerry Stern
This volume shows a manager how to become a political navigator--when political interactions and engagements fail to accomplish their objective, a political navigator knows why they went wrong and what to do to prevent future failures.
This book shows how to acquire and improve the requisite competencies to be effective in the political arena of organization. The author explores the dynamics, details and nuances of political reality in organizational life. It provides an exceptionally comprehensive, powerful guide to becoming a political navigator by delving into the art and science of the political interaction process.
Chapters cover: an understanding of the power, politics, and influence in organizations; the roles, responsibilities, and skills of political navigators; strategies for political navigators; and how to engage in politics. The book concludes with development plans and self-assessments for political navigators, and resources.
In depth and thoughtful, this is an extraordinarily valuable work that can benefit every manager's career, addressing a subject of quintessential importance.
Very highly recommended.
0 of 0 people found the following review helpful.
Powerful and comprehensive content for new to corporate environment or those who are struggling
By hollypend
Read this if you:
- are new to the corporate world
- find yourself struggling to be influential
- know that you have trouble working within corporate politics
You will find yourself reaching for it over and over as new situations arise. Gilley provides relevant content that goes well beyond what you might expect. It is "comprehensive" to the full meaning of the word.
As a seasoned professional who is accustomed to corporate politics and successfully influential, you might find that this particular resource contains too much content for your needs.
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