The Manager as Politician

by Jerry W. Gilley

Overview

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, jourbanals, 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.

Product Details

ISBN-13:	9780275985905
Publisher:	Bloomsbury Academic
Publication date:	12/30/2005
Series:	The Manager as .
Edition description:	New Edition
Pages:	168
Product dimensions:	6.14(w) x 9.21(h) x 0.44(d)

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.

Table of Contents

Managers as Politicians: An Introduction

Understanding Power, Politics and Influence in Organizations

Political Navigator's Roles and Responsibilities

Political Navigator's Skills

Strategies for Political Navigators

Political Engagements: Playing to Win

Development Plans and Self Assessments for Political Navigators

Resources For Political Navigators

Notes

Index

What People are Saying About This

Peng Soon Lim

"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."

Editorial Reviews

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 Jourbanal

“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

From the Publisher

This contribution to Praeger's "The Manager as..." series examines one of the many hats worn by today's managers. Gilley (organizational performance & change, human resource studies, Colorado State Univ.; coauthor, with Ann Maycunich, Organizational Learning, Performance, and Change) 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. Copyright 2006 Reed Business Information.

Library Journal