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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النتائج 1-5 من 60
... verbal messages Questioning and the information—getting interview Presenting information to others Helping and facilitating Asserting and influencing Negotiating Working with groups Managing relationships more effectively Index iX xiii ...
... verbal signs Cognitive scene setting Information requirements and interview plans Planning the schedule of questions Questioning and probing Managing closure Assessing the effectiveness of your interviewing style Developing presentation ...
... verbal or emotional content. Others have adopted a similar approach but have also attended to the basic elements of verbal and/or non-verbal behaviour. Duncan and Eiske (1977), for example, focus their attention on specific, immediately ...
... verbal and non-verbal behaviour. In order to manage interactions effectively, it is not enough to restrict attention to what people say and do (to their behaviour). It is also necessary to attend to the cognitions that guide our own and ...
... verbal and non-verbal behaviour. Interpersonally skilled people are those who, at this level, have a wide range of verbal components (for example, questions and statement types) at their disposal and are able to select the one most ...
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 |