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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... alternative behavioural approach that pays attention to the intention that lies behind the behaviour and therefore requires more interpretation on the part of the observer. Advocates of this approach include Deutsch (1949), Bales (1950) ...
... alternative approach is based on the assumption that if we are to better understand the conduct of people in organisations we need to address what they appear to think and feel about themselves and others. Symbolic interactionists such ...
... alternative relationships. People may attempt to terminate or change a relationship where the perceived outcomes from alternative relationships exceed the outcomes available from the current relationship. However, if the outcome from ...
... alternatives are perceived to be less rewarding or more costly than the present situation. For each member of ... alternative relationships the existing relationship is likely to continue. All involved must see the relationship as ...
... alternative ways of behaving that might improve matters. Interpersonal competence involves diagnosing what is going on in social situations, identifying the action required to bring about a desired state of affairs and translating this ...
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 |