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- Author(s)Hedley Smyth
- PublisherTaylor & Francis Ltd
- Date of Publication09/09/2014
- Place of PublicationLondon
- Country of PublicationUnited Kingdom
- Content Note23 black & white illustrations, 15 black & white tables, 23 black & white line drawings
- Weight453 g
- Width156 mm
- Height234 mm
- Spine18 mm
- Table Of Contents1. In the Beginning there are Relationships 2. Relational Contracting 3. The Market, Marketing and Relationship Management 4. Emotional Intelligence and Relationship Management 5. Trust and Relationship Management 6. Organizational Culture 7. Organizational Behaviour and Systems Integration 8. Project Business and Project Decision-Making 9. Technical and Technological Task Management and Service Provision 10. Moral Matters and Project Business 11. Project Pervasiveness in Society and the Management of Projects 12. The Social Space of Project Conduct Chapter 1. In the Beginning there are Relationships The social space of conduct for project businesses and projects is interpersonal, cross-functional and inter-organizational relationships. The tools and techniques of project management are only as good as the relational hands they are in, yet management and researchers tend to hold back from directly addressing management of organizational behaviour in project businesses. Examining current practice and potential for relationship management as a the systematic approach to managing intra-organizational and inter-organizational relationships articulated by procedures, behavioural programmes and codes is set out focusing upon a range of ten substantive issues for the management of projects through systematic strategies and action. Chapter 2. Relational Contracting Collaborative working practices have been to the fore over the last two or three decades. Partnering, supply chain management and agile methods are examples of relational contracting where the primary drivers arise in the marketplace from clients and are implemented through contracts and governance. These measure tend to induce reaction rather than the transition to proactively develop and embed emergent supply side practices across projects, in programmes and from investment in organizational capabilities to transition to consistent and continuous improvement. Relational contracting has induced change, yet less than claim or anticipated, and its limits are scoped in theory and practice. Chapter 3. The Market, Marketing and Relationship Management A primary conceptual source for proactive relationship management arises from relationship marketing. Value offered to clients has also to be delivered. This requires a systematic approach to relationship management along project lifecycles, supported by programme management and the development of organisational capabilities. It is argued that relationship management frames guidance, offering to control service consistency and enhance integration yet scope for individuals and project teams to mobilize creativity and problem solving abilities. In multi-organizational teams there are tensions implementing relationship management, where developing systems derived from different organizational contexts need be rapid mobilization. Chapter 4. Emotional Intelligence and Relationship Management Developing from interpersonal skills, emotional intelligence is becoming increasingly popular in management and research. Different approaches to emotional intelligence are compared and contrasted, and specifically group emotional intelligence is explored as a significant part of team working. Personal and team behaviour is being applied to develop project practices. Behavioural programmes applying the principles of emotional intelligence are being used to enhance performance. Relationship management is a constituent concept of emotional intelligence can also connect to a wider relationship management system through leadership, behavioural programmes and through informal set of routines. Chapter 5. Trust and Relationship Management Trust has received attention as part of project governance and relationship contracting. It is recognized as important in relationship marketing, emotional intelligence as well as being a construct in organizational behaviour. Managing trust in temporal and multi-organizational project teams
- Author BiographyHedley Smyth is Director of Research for the Bartlett School of Construction and Project Management, University College London. He has worked extensively in industry and academia and has been published in many leading journals and authored a wide range of books.
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