Contrary to the gospel of a century of management thinkers, the primary job of the manager is no longer to plan, organize, direct, or control, asserts management expert Leonard Greenhalgh. Instead, he argues, today's successful managers are primarily negotiators who are judged on their ability to foster, coach, protect, and support collaborative relationships -- and manage conflict -- with peers, workers, bosses, suppliers, customers, regulators, competitors, and stakeholders. In one of the most comprehensive analyses of business relationships ever written, Greenhalgh shows how relationships -- not technology or "know-how" -- are the foundation of the new extended enterprise. In immensely readable prose, he describes how companies have moved beyond adversarial relationships of command-and-control hierarchies to a new communal world in which internal networks of autonomous professionals and external networks of collaborating organizations compete against rival networks. In order to manage, managers must acquire a whole new set of negotiating skills, he argues. Traditional negotiating techniques promoted winning and self-interest, leaving a wake of bitterness and acrimony. Here Greenhalgh introduces for the first time a brilliant concept he calls "Commonwealth," which promotes ongoing relationships and the common interest. Using scores of detailed case studies and examples, he offers a set of cutting-edge tools managers can apply immediately to repair and improve relationships between people at all levels of responsibility, between groups, between organizations themselves, and between personalities involving gender differences. Timely, stimulating, and powerful, Managing Strategic Relationships is essential reading for every manager who hopes to succeed in the organization of today.
Max H. Bazerman Gerber Professor, Kellogg Graduate School of Management, Northwestern University, and Marvin Bower Fellow, Harvard Business School One of the most important management books in recent history. It will have a lasting influence on management thinking in the twenty-first century.
Karl E. Weick Rensis Likert Collegiate Professor of Organizational Behavior and Psychology, University of Michigan A marvelous rethinking of strategic management! Greenhalgh works with a sure hand and amazing empathy to help us work together more resourcefully.
Mal Rudner President, Enflo Corporation Engaging and highly readable....Business leaders, educators, organizations, schools, and institutions ignore this book at their own risk.
Robert B. McKersie Sloan Fellows Professor of Management, Emeritus, Massachusetts Institute of Technology Much-needed....The quality of relationships, whether between individuals or institutions, ultimately affects the bottom line, and managers will find the analysis and perspectives of this author to be of immense practical value.
James P. Walsh Gerald and Esther Carey Professor of Business Administration, University of Michigan Shows how to create the kinds of relationships that sustain us as human beings and serve as a source of firm value...a wise and wonderfully accessible book.
Bill Gardner CEO and President, CAPCOM USA Greenhalgh's discussion of managerial negotiation accurately describes the complexity of employee-manager relationships that did not exist less than a decade ago.
Deborah M. Kolb Professor of Management, Simmons Graduate School of Management, and co-author of The Shadow Negotiation: How Women Can Master the Hidden Agendas That Determine Bargaining Success A refreshing challenge...opens up new possibilities for those of us who think relationships really do matter.
Michael Wheeler Professor of Management, Harvard Business School A wise and practical guide grounded in rich, real-world experience. In the end, the author challenges us with insight and humor to see ourselves in new and more fulfilling ways.
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