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In organizations today, getting work done requires political and collaborative skills. That's why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the "currencies" they value. This classic work, now revised and updated, gives you powerful…mehr
In organizations today, getting work done requires political and collaborative skills. That's why the first edition of this book has been widely adopted as a guide for consultants, project leaders, staff experts, and anyone else who does not have direct authority but who is nevertheless accountable for results. In this revised edition, leadership gurus Allan Cohen and David Bradford explain how to get cooperation from those over whom you have no official authority by offering them help in the form of the "currencies" they value. This classic work, now revised and updated, gives you powerful techniques for cutting through interpersonal and interdepartmental barriers, and motivating people to lend you their support, time, and resources.
ALLAN R. COHEN is Edward A. Madden Distinguished Professor ofGlobal Leadership and Director of Corporate Entrepreneurship atBabson College, where he specializes in leadership and transformingorganizations. He holds MBA and DBA degrees from Harvard BusinessSchool and has consulted for such organizations as GE, Polaroid,IBM, and Toshiba. DAVID L. BRADFORD is Senior Lecturer on Organizational Behaviorat Stanford Graduate School of Business and Director of Stanford'sExecutive Program in Leadership. He has consulted for suchorganizations as Frito-Lay, Levi Strauss & Co., and the WhitneyMuseum of American Art. Cohen and Bradford are also the authors of Managing forExcellence and Power Up, both from Wiley.
Inhaltsangabe
Part I: Introduction. Chapter 1: Why Influence: What You Will Get from This Book. Part II: The Influence Model. Chapter 2: The Influence Model: Trading What They Want for WhatYou've Got (Using Reciprocity and Exchange). Chapter 3: Goods and Services: The Currencies of Exchange. Chapter 4: How to Know What They Want: Understanding TheirWorlds (and the Forces Acting on Them). Chapter 5: You Have More to Offer Than You Think if You KnowYour Goals, Priorities, and Resources (The Dirty Little Secretabout Power). Chapter 6: Building Effective Relationships: The Art of Findingand Developing Your Allies. Chapter 7: Strategies for Making Mutually Profitable Trades. Part III: Practical Applications of Influence. Chapter 8: Influencing Your Boss. Chapter 9: Influencing Difficult Subordinates. Chapter 10: Working Cross Functionally: Leading and Influencinga Team, Task Force, or Committee. Chapter 11: Influencing Organizational Groups, Departments, andDivisions. Chapter 12: Influencing Colleagues. Chapter 13: Initiating or Leading Major Change. Chapter 14: Indirect Influence. Chapter 15: Understanding and Overcoming OrganizationalPolitics. Chapter 16: Hardball: Escalating to Tougher Strategies When YouCan No Longer Catch Flies with Honey. Appendix A: Extended Case Examples Available on the Web. Appendix B: Additional Resources. Notes. Index.
Part I: Introduction. Chapter 1: Why Influence: What You Will Get from This Book. Part II: The Influence Model. Chapter 2: The Influence Model: Trading What They Want for WhatYou've Got (Using Reciprocity and Exchange). Chapter 3: Goods and Services: The Currencies of Exchange. Chapter 4: How to Know What They Want: Understanding TheirWorlds (and the Forces Acting on Them). Chapter 5: You Have More to Offer Than You Think if You KnowYour Goals, Priorities, and Resources (The Dirty Little Secretabout Power). Chapter 6: Building Effective Relationships: The Art of Findingand Developing Your Allies. Chapter 7: Strategies for Making Mutually Profitable Trades. Part III: Practical Applications of Influence. Chapter 8: Influencing Your Boss. Chapter 9: Influencing Difficult Subordinates. Chapter 10: Working Cross Functionally: Leading and Influencinga Team, Task Force, or Committee. Chapter 11: Influencing Organizational Groups, Departments, andDivisions. Chapter 12: Influencing Colleagues. Chapter 13: Initiating or Leading Major Change. Chapter 14: Indirect Influence. Chapter 15: Understanding and Overcoming OrganizationalPolitics. Chapter 16: Hardball: Escalating to Tougher Strategies When YouCan No Longer Catch Flies with Honey. Appendix A: Extended Case Examples Available on the Web. Appendix B: Additional Resources. Notes. Index.
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