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 53
... talking. It will also be frustrated if they prevent applicants from giving full answers by overusing the kinds of questions that limit their responses to yes or no, or if they ask questions in a way that prompts them into giving the ...
... talking too much by interrupting, asking closed questions or looking less I Feedback loop Perception 4—. Motivation I Trans|ation Changes in goal outside world Motor Q responses Figure 1.1 Argyle's motor skill model (from Argyle, 1994 ...
... talk more and that closed questions make them talk less. Although this is presented as a motor skill model, Argyle recognises that there are some aspects of social behaviour that have no immediate parallel in motor skills such as seeing ...
... of relating to others that consistently yield unsatisfactory results. For example, some managers may find it difficult to get job applicants to talk about themselves 19 2 Developing interpersonal skills: a micro-skills approach.
John Hayes. it difficult to get job applicants to talk about themselves and, even though they may have come across this problem many times before, they may be unaware of how their own behaviour contributes to the problem. Furthermore ...
8 Helping and facilitating
9 Asserting and influencing
11 Working with groups
12 Managing relationships more effectively