THE PORTABLE MBA IN MANAGEMENT Chapter 1 "Int

"Introduction: The new relevance of leadership, influence, teamwork, and change management" by Cohen talks of a brief personal history which helped formulate the author's current views. Cohen opposes old views which left no room for relationships, teams and trust in management. This book is said to offer a combination of the conceptual and the practical in the practice of human skills. Since management problems are universal, much has been written on the subject. However information offered has been academic or restricted to one person's experience. Book chapters and their goals are discussed; the best of current leadership and management theory and practice is presented with individual authors.

"Visionary leadership" by Vaill discusses the role that vision plays in the organization, the creation of visions, methods for making a vision real, and vision problems. A vision can inspire people to cooperate and do their best work. The power of a vision lies with content, appropriateness, and shared feelings among members. The leader creates a vision by transforming images, hopes, fears, expectations, and desires into a way of talking about the organization that most can commit to. Leaders make the vision real through inspirational speech making and personal conversation with others. Problems of vision include multiculturalism, loss of vision, vision transformations, cynicism, and needs for leader development.

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ill a source of discomfort since people fear its misuse. Power has the ability to produce change; influence includes the exercise of this ability. Structural factors in power dynamics include diversity, interdependence, and resource scarcity. The power sources position, resources, information, expertise, performance, and personal attraction, are discussed. Types of power are formal (based on position) and informal (from personal characteristics). Influence encompasses strategies such as threat, exchange, and appeal. Power, politics, and influence are the savvy and the substance of action in the organization. Chapter 6 "Negotiating strategically" by Lewicki states that negotiations are a part of personal and professional lives. Negotiations are an interpersonal process with parties that have a conflict of interest. They are a voluntary activity and a process of give and take that must manage the tangibles and the intangibles. Power factors such as information, organizational support, deadlines, legitimacy, agreement options, and personal power, can enhance or diminish the ability of a negotiator. Negotiation strategies discussed include trusting collaboration (substantive outcome and relationship are important), open

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