Manager as Negotiator

Häftad, Engelska, 2011

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Beskrivning

This fine blend of Harvard scholarship and seasoned judgment is really two books in one. The first develops a sophisticated approach to negotiation for executives, attorneys, diplomats -- indeed, for anyone who bargains or studies its challenges. The second offers a new and compelling vision of the successful manager: as a strong, often subtle negotiator, constantly shaping agreements and informal understandings throughout the complex web of relationships in an organization.

Produktinformation

Utgivningsdatum:2011-04-02
Mått:152 x 229 x 25 mm
Vikt:502 g
Format:Häftad
Språk:Engelska
Antal sidor:416
Förlag:Simon & Schuster
ISBN:9781451636499

Utforska kategorier

Företagsekonomi inom Ekonomi och Ledarskap

Mer om författaren

David A. Lax is founder and co-director of the Negotiation Roundtable at the Harvard Business School. An Assistant Professor of Business Administration there, he teaches an extremely popular negotiation course. Educated at Princeton and at Harvard, from which he holds a doctorate in statistics, he has written extensively on negotiation. As a principal of The Negotiation Group, Professor Lax frequently acts as a consultant to business and governments. He lives in Cambridge, Massachusetts.

Innehållsförteckning

ContentsPrefaceAcknowledgmentsCHAPTER ONE. The Manager as Negotiator<Part I: NEGOTIATION ANALYSISCHAPTER TWO. The Negotiator's Dilemma: Creating and Claiming ValueCHAPTER THREE. Alternatives to Agreement: The Limits of NegotiationCHAPTER FOUR. Interests: The Measure of NegotiationCHAPTER FIVE. Creating Value, or Where Do Joint Gains Really Come From?CHAPTER SIX. Claiming ValueCHAPTER SEVEN. Managing the Negotiator's DilemmaCHAPTER EIGHT. The Principles Applied: A Budget NegotiationCHAPTER NINE. Changing the Game: The Evolution of NegotiationCHAPTER TEN. The Approach as a Whole and So-Called Power in BargainingPart II: NEGOTIATION AND MANAGEMENTCHAPTER ELEVEN. What Does Any Manager Have to Worry About?CHAPTER TWELVE. Negotiating for Purposes, Authority, and Resources: A Manager's Need for a MandateCHAPTER THIRTEEN. Sustaining AgreementsCHAPTER FOURTEEN. Negotiating in Hierarchies: Direct ManagementCHAPTER FIFTEEN. Agents and RatificationCHAPTER SIXTEEN. Negotiating in Networks: Indirect ManagementCHAPTER SEVENTEEN. The Manager Is Always in the Middle: Linked Bargains, Internal-External Negotiations, Mediation, and the Essence of StrategyReferencesIndex