Ramundo demonstrates that bargaining is the logical substitute
for bossing and the reality of the expanded negotiating role of the
manager. He establishes that negotiation is a technical managerial
skill which can fill the void created by the absence of meaningful
management process. To resolve the dilemma that bargaining is
inherently neutral and can be abused, he shows how advocacy and
other pursuit of personal interest can be controlled by the
organization. He concludes by proposing that his
effective-negotiation system, shown to be easily assimilated and
most compatible with the management process, be institutionalized
as an integral part of that process. Ramundo's approach is
refreshingly basic in identifying commitment to the organization
and effective managerial process as the keys to more effective
management.
Every organization is faced with the need to improve
competitiveness if it is to prosper in its task environment.
Management must respond to this challenge by a return to the basics
of committed service to the organization and improved operational
performance: the core elements of effective management.
Management by bargain is a broad concept. It means that
consensus development through bargaining is now involved in all of
the functions and roles of the manager. Bargaining is the process
of the workplace. Bargaining outside the organization has also
expanded because improved competitiveness demands cooperative
activities with other organizations. The result for the
organization is that negotiation is truly everywhere. To serve his
organization well, the manager needs formal training in negotiating
skills and the opportunity to gain experience as a bargaining
manager. The organization should mandate training in the
effective-negotiation system and use of the system as the
operational adjunct to management process. Manager-negotiators,
empowered and motivated by the effective-negotiation system, can
serve the organization better.
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