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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 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.
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.
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
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. (Dec.)