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Books from TCPI

• The Matrix Organization Reloaded: Adventures in Team and Project Management, Marvin R. Gottlieb. Westport, CT: Greenwood Publishers, 2007

• Managing Group Process, Marvin R. Gottlieb. Westport, CT: Praeger Publishers, 2003

• Getting Things Done in Today's Organizations: The Influencing Executive, Marvin R. Gottlieb. Westport, CT: Quorum Books, 1999.

• Interview, 2nd ed., Marvin Gottlieb. Greenwich, CT: The Communication Project, Inc., 1998.

• Making Deals: The Business of Negotiating, 2nd ed., Marvin Gottlieb and William J. Healy. Greenwich, CT: The Communication Project, Inc., 1998.

• Managing the Workplace Survivors: Organizational Downsizing and the Commitment Gap, Marvin Gottlieb and Lori Conkling. Westport, CT: Quorum Books, 1995.
  
  

The Matrix Organization Reloaded: Adventures in Team and Project Management, , Marvin R. Gottlieb. Westport, CT: Greenwood Publishers, 2007.

192 pages. Hard Cover. ISBN 0-275-99133-4
Order from: Greenwood Publishing Group P.O. Box 6926, Portsmouth, NH, 3802-6926 www.greenwood.com Tel: 1-800-225-5800

The Matrix Management Organization Reloaded: Adventures in Team and Project Management: "Matrix management" was introduced in the 1970s in the context of competition from Japanese manufacturers, computerization of many technical and administrative tasks, and a recognition among business leaders that cross-functional teams (comprised of people from different departments and specialties) were necessary to create and produce complex products rapidly. Ideally, this approach, in which people are assigned to projects, rather than department managers, encourages collaboration, flexibility, and knowledge sharing, but in reality, it can often cause confusion, friction, and excessive bureaucracy. It fell out of fashion in the 1990s, but has resurfaced in a much wider array of companies today, as the pressure to innovate on ever-faster schedules encourages experimentation in organizational design. Marvin Gottlieb, who has studied and applied the principles of matrix management for over 25 years, takes us on a tour of this phenomenon--its evolution, current practices, and future applications. He argues that most organizations are taking on characteristics of matrix structure, with fluid teams and "dotted-line" reporting relationships across departments and divisions. Featuring case studies of successes and failures, he shows readers how to harness the power of the matrix structure while minimizing the conflict, disorientation, and resistance that often accompany the approach. In an environment where every company--large or small, entrepreneurial or established--is wrestling with the question of how to organize for maximum performance in a harshly competitive world, this book will give leaders and managers valuable insights and tools for promoting cultures that reward creativity and teamwork while maintaining strong leadership and accountability.

                                                       [Book List]

Managing Group Process, Marvin R. Gottlieb. Westport, CT: Praeger Publishers, 2003.

233 pages, Hard cover. ISBN 1-5620-511-9.

Order Direct from The Communication Project (505)-332-9244.

Aimed at front-line and senior managers faced with ongoing reorganization and an increasingly reluctant workforce, this book examines what it takes to facilitate problem solving, decision-making, and workforce retention and commitment. Gottlieb explains that managers can most effectively facilitate by adopting a hands-on strategy for processes rather than tasks. This book describes the skills and tools needed for leading and managing groups with consistency, commitment, and courage. Six core skills essential to facilitating group processes are presented:

• Initiating
• Questioning
• Active Listening
• Responding
• Resolving
• Closing/ Committing

Gottlieb discusses the most helpful tools a manger can use for facilitation, including planning, organizing, an directing group processes. Ethical guidelines are provided in conjunction with a discussion of the manager's role in the facilitation process.

Contents

Part I. Groups as a Challenge to Leadership

• The Group as a System
• The Role of Groups in Today's Organizations
• Group Leadership Strategies
• Types of Meetings

Part II. Getting Things Done in Groups

• Initiating Group Process
• Questioning to Stimulate and Control Discussion
• Active Listening
• Responding and Resolving
• Closing and Getting Commitment

Part III. Facilitation Tools

• Planning
• Conducting
• Evaluating Group Performance
• Nonverbal Behavior in Groups
• The Ethics of Facilitation               

                                                       [Book List]

Interview, 2nd ed., Marvin Gottlieb. Greenwich, CT: The Communication Project, Inc., 1998.

200 pages. Soft cover. ISBN 0-9664133-1-8. Single copy $30.00. Ten or more copies $25.00 each.

Order direct from The Communication Project (505)-332-9244

Interview provides a clear and comprehensive look at the full range of interview situations including:

• The basic research interview

• The employment interview

• The appraisal interview

• The journalistic interview

• Investigation and cross examination

• The persuasive (sales) interview

• The counseling interview

Beginning with a section on the general characteristics of interview from an interpersonal perspective, Dr. Gottlieb then treats the seven interview situations in detail. Each chapter provides instruction to the interviewer and the interviewee on developing self-awareness, situation awareness, and strategic awareness in an interview. The book draws from actual interviews and published texts to demonstrate the principles and skills of becoming an active participant. Sales and employment interviews are handled in depth. The book develops subject matter inductively, starting with examples and drawing conclusions from them.

Interview has been used as a textbook in colleges and universities all over the U.S. and Canada. It is also a top choice for corporations as a centerpiece for their interviewing training programs.

[Book List]

Managing the Workplace Survivors: Organizational Downsizing and the Commitment Gap, Marvin R.  Gottlieb and Lori Conkling. Westport, CT: Quorum Books, 1995.

248 pages. Hard cover. ISBN 0-89930-922-4. $59.95.

Order from: Quorum Books, 88 Post Road West, Westport, CT 06881.  www.greenwood.com.

Tel   (800)225-5800/(203)226-3571; Fax:(203)222-1502

Managing the Workplace Survivors: Organizational Downsizing and the Commitment Gap is written for managers and other staff professionals who are charged with the responsibility of realigning the corporate culture and revitalizing survivor employees.

The book helps managers and other organizational leaders understand the critical role they play in today's organization, and identifies specific strategies for increasing quality, productivity, and bottom-line profitability among survivor employees. Organizational leaders are challenged to construct dynamic strategies to empower, retain, and create incentive for the survivor employees, and to facilitate effective strategies to assure the entire organization's survival.

The book is divided into two major parts: "Gaining a Perspective" and "Developing a Survivor Strategy." "Gaining a Perspective" places more emphasis on who the survivors are, where they came from, and what is happening to them. It introduces the Survivor Management Model, which outlines an approach used successfully by the authors to help companies recommit and realign their survivors. "Developing a Survivor Strategy" shifts more to recommendations about what to do with them. The Appendixes are a "Manager's Toolkit" that contain several instruments and exercises that have proved effective in implementing the Survivor Management Model.

Book Review

Here are excerpts from a review of Managing the Workplace Survivors in the 1996 Team Management Briefings Newsletter (P.O. Box 10828, Portland, OR 97210):

Teams Must Be Led

It may seem obvious that teams are not a substitute for management. Yet organizations all over the country, anxious to get on the team bandwagon, are busily organizing people into groups. They spend millions on off-site meetings, and subject employees to team-building sessions where they must engage in activities ranging from walking around blindfolded to rappelling steep cliffs. The hope is that, back at the office, they will dig in and solve all of the company's problems while leaving their managers alone.

The fact is that no team functions well without a leader. Too often, as leadership begins to emerge in a team, it is viewed as empire building. Rather than a subversive measure, the attempt to establish some structure and control is probably the result of frustration, confusion, or the inability to get work done.

Who's the Quarterback

The manager needs to take an active role in team leadership. Somebody must be the quarterback, call the plays, set the objectives, and establish standards. Teams need direction. They waste objective evidence of their work, and specific job-related tasks that reveal a direction, a strategy, a vision as to where the organization is going. They want to know what the future is and, more important, what their part in that future will be.

[Book List]

Making Deals: The Business of Negotiating, 2nd ed., Marvin Gottlieb and William J. Healy. Greenwich, CT: The Communication Project, Inc., 1998.

194 pages. ISBN 0-9664133-0-X. Soft cover. Single copy $30.00. Ten or more copies $25.00 each.

Order direct from The Communication Project (505)332-9244.

Read the book that makes the case for "win-win" negotiations and that Executive Book Summaries selected as an Outstanding Book for Business People.

Making Deals shows how to apply its problem-solving method to every type of deal-making situation, from negotiating contracts, leases, and professional services to buying or selling a business. It discusses eight key focus points, that, when mastered, can significantly improve your ability to put together deals:

1. Identifying and initiating a deal

2. Planning the deal

3. Identifying the negotiating ranges of a deal

4. The factors influencing the outcome

5. Resolving conflicting issues

6. Adopting an effective style to build a relationship with the other party

7. Negotiating interculturally and internationally

8. Selling as part of negotiating

The Contents

1. Making Deals

2. Developing an Approach

3. Negotiating Strategies

4. Negotiating Tactics

5. The Role of Style in Negotiating

6. Transfer of Ownership, Buying and Selling a Business

7. Negotiating Leases and Acquisitions

8. Negotiating Financial Sales

9. Negotiating in an Intercultural Setting

10. Why Study Negotiation?

• Dr. Gottlieb's 12 Principles of Negotiation
  

• Read the Executive Book Summary of Making Deals.
  

Getting Things Done in Today's Organizations: The Influencing Executive, Marvin R. Gottlieb. Westport, CT: Quorum Books, 1999.

240 pages. Hard cover. ISBN 1-56720-214-4.  $59.95.

Order from: Quorum Books, 88 Post Road West, Westport, CT 06881.  www.greenwood.com.

Tel 1-(800)225-5800/(203)226-3571; Fax:(203)222-1502

Getting Things Done in Today's Organizations: The Influencing Executive   is aimed at front-line, middle, and senior level managers, training, and other human resource professionals who need the cooperation of others in order to get their jobs done.  It presents strategies and action plans for increasing their likelihood of getting their way.

Most executives at all levels have experienced significant changes in their organizations during the last several years.  Mergers, acquisitions, reengineering, downsizing, and the like have reshaped lines of authority and relationships among individuals in the organizational structure.  Along with these changes and reorganizations there has developed a variety of approaches to getting work done that are both non-traditional and non-hierarchical in structure.  Matrix or systems approaches have become more commonplace, and along with them the need to be able to influence others has become more urgent in order to complete the necessary tasks and responsibilities.

Influence vs. Power

The term influence as it is presented in this book is so often confused or used as a synonym for  power that most articles that appear in business periodicals and academic journals are primarily about power and provide little or no insight into influencing as a separate behavior.  This book focuses on differentiating influence from power and develops a three-part model of behaviors associated with influence.  Using the best research available done by the author and others, the book shows how these behaviors can be acquired and adapted to improve a manager's effectiveness at gaining compliance in a variety of business situations.

Getting Things Done in Today's Organizations:

• defines the critical role of influence as a means of accomplishing goals in today's reengineered organization.

• helps the reader understand how to differentiate influence from power as a motivational construct in contemporary organizations.

• outlines the theoretical underpinnings of influence as a behavioral model.

• develops a model of influencing behaviors and presents strategies and action plans for increasing the manager's likelihood of getting his or her way.

Contents

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