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Relationship Management

In: Managing People in Projects for High Performance

Author

Listed:
  • 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)

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?

Suggested Citation

  • Upasna A. Agarwal & Karuna Jain & Vittal Anantatmula & Sankaran Shankar, 2023. "Relationship Management," Management for Professionals, in: Managing People in Projects for High Performance, chapter 0, pages 135-151, Springer.
    • Handle: RePEc:spr:mgmchp:978-981-19-8206-4_11
    DOI: 10.1007/978-981-19-8206-4_11
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