Description
Table of ContentsContentsPreface
AcknowledgmentsCHAPTER ONE. The Manager as Negotiator<
Part I: NEGOTIATION ANALYSIS
CHAPTER TWO. The Negotiator's Dilemma: Creating and Claiming Value
CHAPTER THREE. Alternatives to Agreement: The Limits of Negotiation
CHAPTER FOUR. Interests: The Measure of Negotiation
CHAPTER FIVE. Creating Value, or Where Do Joint Gains Really Come From?
CHAPTER SIX. Claiming Value
CHAPTER SEVEN. Managing the Negotiator's Dilemma
CHAPTER EIGHT. The Principles Applied: A Budget Negotiation
CHAPTER NINE. Changing the Game: The Evolution of Negotiation
CHAPTER TEN. The Approach as a Whole and So-Called Power in Bargaining
Part II: NEGOTIATION AND MANAGEMENT
CHAPTER ELEVEN. What Does Any Manager Have to Worry About?
CHAPTER TWELVE. Negotiating for Purposes, Authority, and Resources: A Manager's Need for a Mandate
CHAPTER THIRTEEN. Sustaining Agreements
CHAPTER FOURTEEN. Negotiating in Hierarchies: Direct Management
CHAPTER FIFTEEN. Agents and Ratification
CHAPTER SIXTEEN. Negotiating in Networks: Indirect Management
CHAPTER SEVENTEEN. The Manager Is Always in the Middle: Linked Bargains, Internal-External Negotiations, Mediation, and the Essence of Strategy
References
Index
