LAX, David A
The manager as negotiator : bargaining for cooperation and competitive gain - New York : The Free Press, 1986 - 395 p.
Chapter 1 - The manager as negotiator Part 1 - Negotiation analysis Chapter 2 - The Negotiator's dilemma: creating and claiming value Chapter 3 - Alternatives to agreement: the limits of negotiation Chapter 4 - Interests: the measure of negotiation Chapter 5 - Creating value, or where do joint gains really come from? Chapter 6 - Claiming value Chapter 7 - Managing the negotiator's dilemma Chapter 8 - The principles applied: a budget negotiation Chapter 9 - Changing the game: the evolution of negotiation Chapter 10 - The approach as a whole and so-called power in bargaining Part 2 - Negotiation and management Chapter 11 - What does any manager have to worry about? Chapter 12 - Negotiation for purposes, authority, and resources: a manager's need for a mandate Chapter 13 - Sustaining agreements Chapter 14 - Negotiating in hierarchies: direct management Chapter 15 - Agents and ratification Chapter 16 - Negotiating in networks: indirect management Chapter 17 - The manager is always in the middle: linked bargains, internal-external negotiations, mediation, and the essence of strategy
Negociacao
Negociacao Coletiva
Técnicas Administrativas
Perfil Gerencial
Capacitacao Gerencial
The manager as negotiator : bargaining for cooperation and competitive gain - New York : The Free Press, 1986 - 395 p.
Chapter 1 - The manager as negotiator Part 1 - Negotiation analysis Chapter 2 - The Negotiator's dilemma: creating and claiming value Chapter 3 - Alternatives to agreement: the limits of negotiation Chapter 4 - Interests: the measure of negotiation Chapter 5 - Creating value, or where do joint gains really come from? Chapter 6 - Claiming value Chapter 7 - Managing the negotiator's dilemma Chapter 8 - The principles applied: a budget negotiation Chapter 9 - Changing the game: the evolution of negotiation Chapter 10 - The approach as a whole and so-called power in bargaining Part 2 - Negotiation and management Chapter 11 - What does any manager have to worry about? Chapter 12 - Negotiation for purposes, authority, and resources: a manager's need for a mandate Chapter 13 - Sustaining agreements Chapter 14 - Negotiating in hierarchies: direct management Chapter 15 - Agents and ratification Chapter 16 - Negotiating in networks: indirect management Chapter 17 - The manager is always in the middle: linked bargains, internal-external negotiations, mediation, and the essence of strategy
Negociacao
Negociacao Coletiva
Técnicas Administrativas
Perfil Gerencial
Capacitacao Gerencial
