If you want to change lives, change organizations, change the world, the Stanford business school's motto, you need power.

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 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 of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular--with life-changing results often achieved in 8 or 10 weeks.

Rooted firmly in social science research, Pfeffer's 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance.

The 7 rules are:

1) Get out of your own way.

2) Break the rules.

3) Show up in powerful fashion.

4) Create a powerful brand.

5) Network relentlessly.

6) Use your power.

7) Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both.

With 7 Rules of Power, you'll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world.

If you want to change lives, change organizations, change the world, the Stanford business school's motto, you need power.

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 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 of organizational behavior at the Stanford University Graduate School of Business, provides the insights that have made both his online and on-campus classes incredibly popular--with life-changing results often achieved in 8 or 10 weeks.

Rooted firmly in social science research, Pfeffer's 7 rules provide a manual for increasing your ability to get things done, including increasing the positive effects of your job performance.

The 7 rules are:

1) Get out of your own way.

2) Break the rules.

3) Show up in powerful fashion.

4) Create a powerful brand.

5) Network relentlessly.

6) Use your power.

7) Understand that once you have acquired power, what you did to get it will be forgiven, forgotten, or both.

With 7 Rules of Power, you'll learn, through both numerous examples as well as research evidence, how to accomplish change in your organization, your life, the lives of others, and the world.

Pfeffer blends] academic rigor and practical genius into wonderfully readable text. The leading thinker on the topic of power, Pfeffer here distills his wisdom into an indispensable guide. --Jim Collins, author of New York Times bestselling author Good to Great and How the Mighty Fall

Some people have it, and others don't. Jeffrey Pfeffer explores why, in Power.

One of the greatest minds in management theory and author or co-author of thirteen books, including the seminal business-school text Managing With Power, Jeffrey Pfeffer shows readers how to succeed and wield power in the real world.

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 of the knowing-doing gap and explain how to close it. The message is clear--firms that turn knowledge into action avoid the smart talk trap. Executives must use plans, analysis, meetings, and presentations to inspire deeds, not as substitutes for action. Companies that act on their knowledge also eliminate fear, abolish destructive internal competition, measure what matters, and promote leaders who understand the work people do in their firms. The authors use examples from dozens of firms that show how some overcome the knowing-doing gap, why others try but fail, and how still others avoid the gap in the first place. The Knowing-Doing Gap is sure to resonate with executives everywhere who struggle daily to make their firms both know and do what they know. It is a refreshingly candid, useful, and realistic guide for improving performance in today's business.

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 to organizational health.

Jeffrey Pfeffer and Robert I. Sutton show how companies can bolster performance and trump the competition through evidence-based management, an approach to decision-making and action that is driven by hard facts rather than half-truths or hype. This book guides managers in using this approach to dismantle six widely held--but ultimately flawed--management beliefs in core areas including leadership, strategy, change, talent, financial incentives, and work-life balance. The authors show managers how to find and apply the best practices for their companies, rather than blindly copy what seems to have worked elsewhere.

This practical and candid book challenges leaders to commit to evidence-based management as a way of organizational life--and shows how to finally turn this common sense into common practice.

Among the most widely cited books in the social sciences, The External Control of Organizations has long been required reading for any student of organization studies. The book, reissued on its 25th anniversary as part of the Stanford Business Classics series, includes a new preface written by Jeffrey Pfeffer, which examines the legacy of this influential work in current research and its relationship to other theories.

The External Control of Organizations explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints. All organizations are dependent on the environment for their survival. As the authors contend, it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable. Organizations can either try to change their environments through political means or form interorganizational relationships to control or absorb uncertainty. This seminal book established the resource dependence approach that has informed so many other important organization theories.

Finalist for the 2015 Financial Times and McKinsey Business Book of the Year

Best business book of the week from Inc.com

The author of Power, Stanford business school professor, and a leading management thinker offers a hard-hitting dissection of the leadership industry and ways to make workplaces and careers work better.

The leadership enterprise is enormous, with billions of dollars, thousands of books, and hundreds of thousands of blogs and talks focused on improving leaders. But what we see worldwide is employee disengagement, high levels of leader turnover and career derailment, and failed leadership development efforts.

In Leadership BS, Jeffrey Pfeffer shines a bright light on the leadership industry, showing why it's failing and how it might be remade. He sets the record straight on the oft-made prescriptions for leaders to be honest, authentic, and modest, tell the truth, build trust, and take care of others. By calling BS on so many of the stories and myths of leadership, he gives people a more scientific look at the evidence and better information to guide their careers.

Rooted in social science, and will practical examples and advice for improving management, Leadership BS encourages readers to accept the truth and then use facts to change themselves and the world for the better.

----Keith Ferrazzi, author of, New York Times bestsellers Never Eat Lunch Alone and Who's Got Your Back?

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 With Power provides an in-depth look at the role of power and influence in organizations. Pfeffer shows convincingly that its effective use is an essential component of strong leadership.

With vivid examples, he makes a compelling case for the necessity of power in mobilizing the political support and resources to get things done in any organization. He provides an intriguing look at the personal attributes--such as flexibility, stamina, and a high tolerance for conflict--and the structural factors--such as control of resources, access to information, and formal authority--that can help managers advance organizational goals and achieve individual success.

En el mbito de los negocios ya se ha comprendido la importancia del aprendizaje, el capital intelectual, la capacitaci n. Pero con frecuencia existe una fractura entre el saber y el hacer. Jeffrey Pfeffer y Robert I. Sutton, Prestigiosos, autores y educadores, identifican claro: s lo las empresas que aplican el conocimiento a la acci n son las que eluden la trampa de la inteligencia meramente verbal. Ilustrando con el an lisis de decenas de firmas, este libro es una gu a realista y til para mejorar el desempe o de las compa as de hoy. Jeffrey Pfeffer es profesor de la c tedra Thomas D. Dee de Conducta Organizativa en la Escuela de Estudios Superiores de Administraci n de Empresas de Stanford University. Es autor de The Human Equation, New Directions for Organization Theory, Managing with Power y Power in Organizations, entre otros libros. Ha publicado tambi n m s de un centenar de art culos en revistas especializadas y compilaciones. Robert I. Sutton es profesor de Comportamiento Organizativo en la Escuela de Ingenier a de Stanford University, donde adem s se desempe a como codirector del Centro del Trabajo, la Tecnolog a y la Organizaci n, y como director de investigaciones del programa Stanford Technology Ventures. Ha sido redactor o miembro del consejo editorial de numerosas publicaciones especializadas, y en la actualidad es codirector de Research in Organizational Behavior. Ha publicado m s de sesenta art culos en revistas y compilaciones sobre investigaci n y teor a aplicada.

In New Directions for Organization Theory, Jeffrey Pfeffer offers a comprehensive analysis and overview of the field of organization theory and its research literature. This work traces the evolution of organization studies, particularly its more recent history, and highlights the principle concepts and controversies characterizing the study of organizations.

Pfeffer argues that the world of organizations has changed in several important ways, including the increasing externalization of employment and the growing use of contingent workers; the changing size distribution of organizations, with a larger proportion of smaller organizations; the increasing influence of external capital markets on organizational decision-making and a concomitant decrease in managerial autonomy; and increasing salary inequality within organizations in the US compared both to the past and to other industrialized nations. These changes and their public policy implications make it especially important to understand organizations as social entities. But Pfeffer questions whether the research literature of organization studies has either addressed these changes and their causes or made much of a contribution to the discussion of public policy.

New Directions for Organization Theory provides a clear, accessible summary of the current state of organization studies, skillfully synthesizing diverse research and presenting it in an orderly, insightful manner. It offers suggestions for the development of the field, including a call to focus more on issues of design and to use the ability to understand real phenomena to help distinguish among theoretical approaches. A major scholar in the field of organization theory, Jeffrey Pfeffer offers a perspective on its current state that will be of interest and value to scholars and graduate students interested in organizations.

Why is common sense so uncommon when it comes to managing people? How is it that so many seemingly intelligent organizations implement harmful management practices and ideas? In his provocative new book, The Human Equation, bestselling author Jeffrey Pfeffer examines why much of the current conventional wisdom is wrong and asks us to re-think the way managers link people with organizational performance. Pfeffer masterfully builds a powerful business case for managing people effectively--not just because it makes for good corporate policy, but because it results in outstanding performance and profits. Challenging current thinking and practice, Pfeffer: reveals the costs of downsizing and provides alternatives; identifies troubling trends in compensation, and suggests better practices; explains why even the smartest managers sometimes manage people unwisely; demonstrates how market-based forces can fail to create good people management practices, creating a need for positive public policy; and provides practical guidelines for implementing high-performance management practices. Filled with information and ideas, The Human Equation provides much-needed guidance for managing people more wisely and more profitably.

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 questionable assumptions and much conventional management wisdom. Each chapter also provides guidelines about how to think more deeply and intelligently about critical management issues. Covering topics ranging from managing people to leadership to measurement and strategy, it's good organizational advice, delivered by Dr. Pfeffer himself.