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Today, professionals and managers experience great increases in responsibility without parallel increases in authority. It shows how to attain cooperation from other managers who command resources, information, or potential support but who are not required to collaborate. Discusses how to negotiate exchanges to get what you need to get the work done-especially how to think in terms of the interests of fellow managers and workers and the `` currencies '' these people trade in. Shows subordinates how to get support from superiors and collaboration from peers, how to take responsibility, get challenging tasks, and cultivate appropriate work conditions.

Tabla de contenidos provista por Syndetics

• Part I Introduction(p. 1)
• Chapter 1 Why Influence: What You Will Get from This Book(p. 3)
• Part II The Influence Model(p. 13)
• Chapter 2 The Influence Model: Trading What They Want for What You've Got (Using Reciprocity and Exchange)(p. 15)
• Chapter 3 Goods and Services: The Currencies of Exchange(p. 36)
• Chapter 4 How to Know What They Want: Understanding Their Worlds (and the Forces Acting on Them)(p. 56)
• Chapter 5 You Have More to Offer Than You Think if You Know Your Goals, Priorities, and Resources (The Dirty Little Secret about Power)(p. 80)
• Chapter 6 Building Effective Relationships: The Art of Finding and Developing Your Allies(p. 96)
• Chapter 7 Strategies for Making Mutually Profitable Trades(p. 121)
• Part III Practical Applications of Influence(p. 145)
• Chapter 8 Influencing Your Boss(p. 147)
• Chapter 9 Influencing Difficult Subordinates(p. 170)
• Chapter 10 Working Cross Functionally: Leading and Influencing a Team, Task Force, or Committee(p. 188)
• Chapter 11 Influencing Organizational Groups, Departments, and Divisions(p. 200)
• Chapter 12 Influencing Colleagues(p. 216)
• Chapter 13 Initiating or Leading Major Change(p. 233)
• Chapter 14 Indirect Influence(p. 246)
• Chapter 15 Understanding and Overcoming Organizational Politics(p. 254)
• Chapter 16 Hardball: Escalating to Tougher Strategies When You Can No Longer Catch Flies with Honey(p. 269)
• Appendix A Extended Case Examples Available on the Web(p. 291)
• Appendix B Additional Resources(p. 296)
• Notes(p. 298)
• Index(p. 301)

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Library Journal Review

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 (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.

Publishers Weekly Review

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.) (c) Copyright PWxyz, LLC. All rights reserved