Interpersonal Skills at Work
Routledge, 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.
النتائج 1-5 من 75
... feel about themselves and others. Symbolic interactionists such as 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 ...
... feel THIS IS THE SECOND TIME about this? YOU HAVE MADE 'II'HE SAME 3 What dol MISTAKE hope to achieve by responding? “ ' ' ' B1 Was my behaviour? behaviour atA1 L successful? --;,2 What is B's intention? 3 How do I feel - $12222]: B1 ...
... feel about this? What do I hope to achieve by responding?) 5 should not share this information With A. 9 5 should then decide how to respond to As behaviour at A1 and write this down in the behaviour box at 81. Inform A how you decided ...
... feel about what happened? 3(a) The third stage involves the interviewer interpreting and making sense of this experience and, if (as in this case) it is not satisfactory, searching for an appropriate correction routine. 4(a) The fourth ...
... feel that one style or overall approach is more effective than the other. Why is this? Is it because this style is superior and will always be more effective, or is it because it is the best approach for a particular situation or set of ...
8 Helping and facilitating
9 Asserting and influencing
11 Working with groups
12 Managing relationships more effectively