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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... kind of comparison level (CL-alt) compares the outcome from the current relationship with the outcomes available from alternative relationships. People may attempt to terminate or change a relationship where the perceived outcomes from ...
... kind of motor skill, and social performance is presented as a set of motor responses. Just as a yachtsman can take corrective action by moving the rudder, the interviewer can take corrective action when the respondent is talking too ...
... kind of situation those concerned are trying to maintain a certain kind of interaction, and that this involves the control of others' behaviour. For example, it might involve keeping them relaxed and happy, preventing them from leaving ...
... kind of information usually demonstrates how often one party (E) can misinterpret the intent of the other (A). The result can be that B_responds to As behaviour in a way that A failed to anticipate. When this happens A has to take ...
... kind of information required to determine whether he or she is qualified for the job. The correction routine applied by the interviewer is to make greater use of open-ended questions. The interviewer: 0 searches for opportunities to ...
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 |