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開本：32開 紙張：膠版紙 包裝：精裝 是否套裝：否 國際標準書號ISBN：9780471463306 作者：Allan 出版社：HarperCollins 出版時間：2005年03月
" 編輯推薦 From Publishers Weekly
This guide by management consultant Cohen and Stanford University
Graduate School of Business professor Bradford skillfully
demonstrates, with numerous examples, how managers and other
employees can achieve their career objectives--as well as those of
their companies--by forming mutually advantageous alliances. Urging
patient planning of strategies, the authors offer advice on coping
with turf rivalries, handling delicate inter-level relations and
tips on how to bypass rules and foster managerial flexibility and
innovation. Macmillan's Executive Program dual main selection;
Fortune Book club alternate.
Copyright 1989 Reed Business Information, Inc. --This text refers
to an out of print or unavailable edition of this title.
From Library Journal
Cohen and Bradford are business professors, the former at Babson
College and the latter at Stanford, and both have extensive
backgrounds in management consulting. Here, they have devised a
number of scenarios to illustrate situations in which particular
techniques of influencing co-workers can be utilized to effect a
desired result. Very few real-world examples are employed, leaving
the reader searching for some concrete applications of the
techniques discussed. Consequently, the book reads more like an
academic text on influence. Readers would be better served with
Dale Carnegie's classic How To Win Friends and Influence People or
Harvey MacKay's Swim With the Sharks Without Being Eaten Alive ( LJ
4/15/88). Recommended for academic and large public
libraries.
- Richard Paustenbaugh, Indiana Univ. Libs., Bloomington
Copyright 1989 Reed Business Information, Inc. --This text refers
to an out of print or unavailable edition of this title. 內容簡介 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. 作者簡介 ALLAN R. COHEN is Edward A. Madden Distinguished Professor of
Global Leadership and Director of Corporate Entrepreneurship at
Babson College, where he specializes in leadership and transforming
organizations. He holds MBA and DBA degrees from Harvard Business
School and has consulted for such organizations as GE, Polaroid,
IBM, and Toshiba.
DAVID L. BRADFORD is Senior Lecturer on Organizational Behavior
at Stanford Graduate School of Business and Director of Stanford's
Executive Program in Leadership. He has consulted for such
organizations as Frito-Lay, Levi Strauss & Co., and the Whitney
Museum of American Art.
Cohen and Bradford are also the authors of Managing for
Excellence and Power Up, both from Wiley. 目錄 Part I: Introduction
Chapter 1: Why Influence: What You Will Get from ThisBook
Part II: The Influence Model
Chapter 2: The Influence Model: Trading What They Want forWhat You've Got (Using Reciprocity and Exchange)
Chapter 3: Goods and Services: The Currencies ofExchange
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 ofFinding and Developing Your Allies
Chapter 7: Strategies for Making Mutually ProfitableTrades
Part III: Practical Applications of Influence
Chapter 8: Influencing Your Boss
Chapter 9: Influencing Difficult Subordinates
Chapter 10: Working Cross Functionally: Leading andInfluencing a Team, Task Force, or Committee
Chapter 11: Influencing Organizational Groups, Departments,and DivisionsPart 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
What You've Got (Using Reciprocity and Exchange)
Chapter 3: Goods and Services: The Currencies of
Exchange
Chapter 4: How to Know What They Want: Understanding Their
Worlds (and the Forces Acting on Them)
Chapter 5: You Have More to Offer Than You Think if You Know
Your Goals, Priorities, and Resources (The Dirty Little Secret
about Power)
Chapter 6: Building Effective Relationships: The Art of
Finding and 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
Influencing a Team, Task Force, or Committee
Chapter 11: Influencing Organizational Groups, Departments,
and Divisions
Chapter 12: Influencing Colleagues
Chapter 13: Initiating or Leading Major Change
Chapter 14: Indirect Influence
Chapter 15: Understanding and Overcoming Organizational
Politics
Chapter 16: Hardball: Escalating to Tougher Strategies When
You Can 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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