Working With Legitimate Politics



Chapter 4 described the competencies and personal development necessary for managers to become politically able. In order to turn these ideas into action this next chapter examines how managers might work in practice from the perspective of a political mindset. It encourages readers to rethink their role and to work in very different ways from the conventions of managerial activity. Our starting point is to describe what managers actually do now, and why they do it that way in the first place. By examining the evidence that researchers have amassed in their studies of managerial work, we will be able to compare and contrast activity patterns based on the rational mindset with those of the politically astute manager.


Supply Chain Executive Committee Business Unit Shop Floor Vice President 
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© David Butcher and Martin Clarke 2001

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