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. |
من داخل الكتاب
النتائج 1-5 من 48
... factor that distinguishes between successful and unsuccessful managers. Interpersonal Skills At Work provides a clearly structured and comprehensive overview of the interpersonal skills that are essential for effective functioning at ...
... factors which can influence the quality of a decision is the extent to which the knowledge and skills of group members are applied to the task. Some of this task-relevant knowledge may not be available to the group because some ...
... factors of dominance vs. submission and hate vs. love. While we might expect any individual to be capable of displaying behaviour across all eight categories, Leary suggests that in practice most people favour some categories more than ...
... factors factors Responses Perception Feedback 9 Figure 1.2 An extended model of interpersonal interaction (from Hargie, 1997). 'translation' in the original model is replaced by 'mediating factors'. INTERPERSONAL SKILLS AT WORK.
John Hayes. 'translation' in the original model is replaced by 'mediating factors' in Hargie's reformulation); 0 the reciprocal relationship between goals and mediating factors; 0 the influence of the person—situation context: while both ...
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 |