Patterns of Management Power

Patterns of Management Power

Patterns of Management Power

Patterns of Management Power

Synopsis

McCalley identifies six distinct patterns of power within organizations, arguing that management can and must use all of them creatively and ethically for the organization's benefit.

Excerpt

Robert Eggert

During my seventeen years with the Ford Motor Company, I had frequent and firsthand experience with many types of management power. Lee Iacoca and Robert McNamara, friends as well as business associates, each followed a different pattern in use of their management power which is so well identified by McCalley in this book. Whereas Iacoca was a strong position power manager, he also possessed great persuasion abilities and used that power very effectively. Readers of this book can also learn how to blend persuasion with their position power. McNamara, on the other hand, was a brilliant manager who would make his point intellectually yet seldom try to convince those who did not fully embrace his point of view. This volume accurately, clearly, and with great understanding presents the various patterns of management power that are created and at work in many organizations. The six positions of power McCalley describes with unique precision are found in every organization, but seldom recognized and dealt with by management because they have not been so specifically identified.

I was particularly drawn to the description of how committees are chaired or managed depending upon what their members will allow. During my service as an economic adviser to the Congressional Budget Office and as a consultant to the president's Council of Economic Advisers, I could easily spot those chairpersons who McCalley identifies as managing the committee and assuming position power over its decisions. These patterns of man-

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