Suchergebnisse

Frontmatter --Contents --Acknowledgments --Preface --1. The Babel Sound of Politics --2. Bhubaneswar New Capital --3. The Rhetoric of Paternalism --4. The Rhetoric of Business --5. The Rhetoric of Struggle --6. Pragmatism and the Gandhians --7. Disenchantment and Compromise --References --Index

Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- Introduction -- 1 A Political System -- Games, fights and politics -- How to play and how to win -- How to forecast -- The environment -- Encapsulated political structures -- Change -- Conclusion -- 2 A Political Structure -- Introduction -- Prizes and values -- Personnel -- Leadership -- Competition -- Control -- Conclusion -- 3 Leaders and Teams -- Politics as an enterprise-leaders, resources -- Hirelings and the faithful -- Core and following -- Unspecialized groups -- Factions -- Conclusion -- 4 The Leader's Tasks -- Uncertainty and decisions -- Judicial tasks -- Decisions -- Consent and command -- 5 Strong and Weak Leaders -- Formal and informal leadership -- Transactional groups -- Dividing the work -- Moral teams -- Conclusion -- 6 Contests -- Politics as disorder -- Doladoli -- Pakhtouns in conflict -- Caste-climbing -- Asquith and Lloyd George -- Conclusion -- 7 Control -- What can go wrong? -- Collusion -- Authorities -- Conclusion -- 8 Encapsulated Political Structures -- Encapsulation -- A moral crisis -- Middlemen -- Encapsulation and change -- Conclusion -- 9 Change -- Introduction -- Environment and limited change -- Repetitive change -- Adaptive change -- Identifying radical change -- Manipulated change-the Kond Hills -- DeGaulle, France and Algeria -- 10 Postscript -- References -- Index

Intro -- Half Title -- Title Page -- Copyright Page -- Dedication -- Contents -- Preface -- Part One How to Understand: The Basics -- 1 The Aroma of Politics -- The Public Weal, Private Interests, and Realpolitik -- Reason, Emotion, and Presuppositions -- The Inherent Instability of Politics and Its Opposite -- 2 The Toolbox -- The Comparative Method: Universals and Thick Description -- Models: Structure, Context, and Process -- Models: Agency and Strategy -- A Formula -- Part Two How to Lead: Leaders and Followers -- 3 Decisions and Legitimacy -- What Leaders Do -- All Chiefs and No Indians (and Vice Versa) -- 4 Controlling Followers -- One of Us or Far Above Us? -- Entourage -- The People's Friend -- 5 Politicians and Bureaucrats -- Civil Servants -- Stirring Things Up -- 6 In Search of Trust -- "Intuition" and Calculation -- Strategies for Coping with Cultural Diversity -- What Gandhi Did with Culture -- A Kind of Dishonesty? -- Part Three How to Win: Leaders and Opponents -- 7 Can't We All Get Along? -- Evaluating Struggle -- Strategies and Human Nature -- 8 Three Types of Rule -- Institutional Frameworks and Rule-types -- Rule-types as Weapons -- Contradictory Normative Frameworks -- 9 Manipulation -- Information, Brokers, and Consensus -- Johnson and the Congress -- Consensus-making Strategies -- Conditions for Consensus-making -- 10 Pragmatism -- "A Remarkable Man" -- Lies, Graft, and Money -- The Significance of Pragmatism -- 11 Recalcitrance and Factions -- Švejkism -- Rough Music -- Factions -- 12 Revolution -- Moving the Boundaries -- The Fuzziness of Revolutions -- Stopping Short of Chaos -- Conclusion: The Normative Façade -- Notes -- References -- Index

Title page-God-Botherers and Other True-Believers; Contents; Acknowledgements; Introduction; PArt I-Faith and Politics; Chapter 1-Faith, Reason and Consequences; Chapter 2-Religion and Persuasion in Politics; Part II-Antagonistic Religions; Chapter 3-Desert, Marketplace and Forum; Chapter 4-The Need for Enemies; Part III-A Religion of Love; Chapter 5-Gandhi; Chapter 6-Gandhi's Charisma; Chapter 7-Gandhi's Religion and Political Reality; Chpater 8-The First Cause and the Last Word; References; Index

Much of the information that passes up and down the hierarchy in formal organizations is not of the referential kind taken for granted in theories about the interaction of principals and agents. It is less factual than it is persuasive. To have practical application, at least at the microlevel, theories of organizational behavior need to comprehend rules which govern the composition of persuasive messages; that is, they should take account of the rhetoric (especially the poetics) of organizational communication. Persuasive communication is described in the context of military organizations.