Senior managers usually move up through the organisation on the basis of command and control management; once in the executive ranks they must develop a more collaborative approach and adopt the principles of emotional intelligence (EQ). This title offers a detailed examination of stakeholder relationship management.
Senior managers usually move up through the organisation on the basis of command and control management; once in the executive ranks they must develop a more collaborative approach and adopt the principles of emotional intelligence (EQ). This title offers a detailed examination of stakeholder relationship management.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr Lynda Bourne PMP, FAIM, is an international authority on stakeholder engagement using the Stakeholder Circle®: www.stakeholder-management.com. She works with organisations globally to manage change through managing the relationships essential for successful delivery of organisational outcomes. She has presented these ideas at conferences and seminars in Europe, Russia, Asia, North and South America, and Australia to audiences from the IT, construction, defence and mining industries. Her book: Stakeholder Relationship Management was published in 2009. She has contributed to books on stakeholder engagement, and has published papers in many academic and professional journals, including a chapter in 2010 on stakeholder engagement in Project Management Offices (PMO) faor the Project Management Institute's (PMI) publication - PMOSIG Program Management Office Handbook. She was 2010 President of the PMI's Melbourne Chapter and has contributed a quarterly column for PMI's PM Network since 2008.
Inhaltsangabe
Contents: Preface; Introduction, Lynda Bourne; Part I Advancing the Fundamentals: Why is stakeholder relationship management so difficult?, Lynda Bourne; Enterprise risk management: managing uncertainty and minimising surprise, David Hillson; Conversations that engage: the challenge of advising senior managers, Jÿrgen Oschadleus; From commander to sponsor: building executive support for project success, Randall L. Englund and Alfonso Bucero. Part II The Effects of Culture: How groups shape information and decisions, Ruth Murray-Webster; East meets West: working with a Chinese boss, Soon Kheng Khor; The new new Confucian communications game: communicating with the Nintendo® generation, Robert Higgins; How to train your manager: a Darwinian perspective, S. Jonathan Whitty. Part III Being Extraordinary: Creative metaphor as a tool for stakeholder influence, Arthur Shelley; Intelligent disobedience: the art of saying 'no' to managers, Bob McGannon; Index.
Contents: Preface; Introduction, Lynda Bourne; Part I Advancing the Fundamentals: Why is stakeholder relationship management so difficult?, Lynda Bourne; Enterprise risk management: managing uncertainty and minimising surprise, David Hillson; Conversations that engage: the challenge of advising senior managers, Jÿrgen Oschadleus; From commander to sponsor: building executive support for project success, Randall L. Englund and Alfonso Bucero. Part II The Effects of Culture: How groups shape information and decisions, Ruth Murray-Webster; East meets West: working with a Chinese boss, Soon Kheng Khor; The new new Confucian communications game: communicating with the Nintendo® generation, Robert Higgins; How to train your manager: a Darwinian perspective, S. Jonathan Whitty. Part III Being Extraordinary: Creative metaphor as a tool for stakeholder influence, Arthur Shelley; Intelligent disobedience: the art of saying 'no' to managers, Bob McGannon; Index.
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