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 84
... influence behaviour and how social interaction may be viewed as a transaction in which each interactor is seeking a satisfactory outcome. Introduction This chapter provides a review of the different theories and methodologies that have ...
... influence on the expectations of opponents and that this can affect the outcome. There is also evidence that, in competitive negotiations, concessions are more likely to be reciprocated when the person offering the concession is ...
... influenced by a rich array of conceptual approaches. Behavioural approaches One approach to the study of interpersonal interaction restricts attention to observable behaviour, but there are differences even within this broad approach ...
... influences how the parties to an interaction behave towards each other as the interaction unfolds. A transactional ... influenced by the other. The person being appraised is aware that his boss/appraiser is observing what he is saying ...
... influenced by the actors' motives and goals. Leary (1957) argues that people are motivated to behave towards others in ways that elicit from them desirable kinds of behaviour that are complementary to their own. His model of ...
8 Helping and facilitating
9 Asserting and influencing
11 Working with groups
12 Managing relationships more effectively