Relationship Management

Upasna A. Agarwal, Karuna Jain (), Vittal Anantatmula () and Sankaran Shankar ()
Additional contact information
Upasna A. Agarwal: National Institute of Industrial Engineering
Karuna Jain: Indian Institute of Technology Bombay
Vittal Anantatmula: Western Carolina University
Sankaran Shankar: University of Technology Sydney

Chapter Chapter 11 in Managing People in Projects for High Performance, 2023, pp 135-151 from Springer

Abstract: Abstract This chapter will deal with three levels of relationships that a project manager encounters—internal with the team, immediate with the functional organization, and external with stakeholders. Some questions that will be addressed are How does a project manager deal with the power and political influences affecting their projects? How do they protect the project team from such influences? What influencing skills does the project manager need to help the project to perform (ability to acquire resources, manage upwards, manage downwards, and manage laterally)? How does the project manager create social capital with internal and external stakeholders to be able to steer a project? How does the project manager deal with conflicts and negotiations as they arise in a project from a social and intercultural perspective? What is the impact of a psychological contract on projects?

Keywords: Interorganizational relationships; Stakeholder engagement; Power and politics; Psychological contract (search for similar items in EconPapers)
Date: 2023
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-981-19-8206-4_11

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DOI: 10.1007/978-981-19-8206-4_11

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