Interpersonal Skills at WorkRoutledge, 11/09/2002 - 320 من الصفحات In this age of e-business, there is an increasing over-reliance on electronic communication and insufficient attention paid to the management of face-to-face relationships. In this fascinating text, John Hayes addresses this significant workplace issue by examining the nature of interpersonal skill: the goal-directed behaviours used in face-to-face interactions in order to achieve desired outcomes. He argues that interpersonal competence is a key managerial skill which can distinguish the successful from the unsuccessful. Providing a clearly structured and comprehensive overview of the interpersonal skills essential for effective functioning at work, this book presents a micro-skills approach to development that can be used to improve interpersonal competence, as well as explaining, through the use of illustrations and practical examples, how to read the actual or potential behaviour of those around us. This knowledge can then be used to guide the way in which we relate to others as we learn to manage our relationships more effectively. This book will be ideal for practising managers and students of business and management studies and psychology. The skills it promotes make it of great value for those in a wide range of professions (including teachers, doctors, nurses, social workers and police officers) in their everyday working environment. |
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... Mangham (1986) argues that a person's success as a manager depends upon the ability to conduct oneself in the complexity of the organisation as a subtle, insightful, incisive performer. He goes on to suggest that successful managers ...
... Mangham, 'the most successful among us appear to do social life with a higher degree of skill than the rest of us manage'. Interpersonal skills as goal-directed behaviours 'Interpersonal skill' is one of a number of broadly similar ...
... Mangham focus attention on the way situations are defined and the actors' ability to think through (rehearse) how the interaction might unfold before deciding what to do. This theme is developed in Chapter 6, when the interviewer and ...
... Mangham, LL. (1978) Interactions and Interventions in Organizations, Chichester: Wiley. Mangham, LL. (1986) Power and Performance in Organisations: An Exploration of Executive Process, Oxford: Blackwell. (Mangham takes the stage as his ...
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المحتوى
1 | |
19 | |
3 Awareness of self and others and the development of interpersonal competence | 32 |
4 Listening | 48 |
5 Listening to nonverbal messages | 71 |
6 Questioning and the informationgetting interview | 98 |
7 Presenting information to others | 130 |
8 Helping and facilitating | 157 |
9 Asserting and influencing | 200 |
10 Negotiating | 224 |
11 Working with groups | 259 |
12 Managing relationships more effectively | 291 |
Index | 301 |