One of the most important requirements of leadership is effective communication. The idea that some people are natural leaders and that others will never learn to show good leadership is now outdated. It has been replaced by the conviction that leadership and communication skills can be learnt. This second edition of Communication in Organizations continues to give clear advice and guidance on communicating in a range of different contexts in the workplace. From handling complaints and breaking bad news to negotiating deals and giving presentations, it explores the building blocks to effective…mehr
One of the most important requirements of leadership is effective communication. The idea that some people are natural leaders and that others will never learn to show good leadership is now outdated. It has been replaced by the conviction that leadership and communication skills can be learnt. This second edition of Communication in Organizations continues to give clear advice and guidance on communicating in a range of different contexts in the workplace. From handling complaints and breaking bad news to negotiating deals and giving presentations, it explores the building blocks to effective communication skills, nurturing the leadership qualities required in any organization. By defining the abstract concepts of 'organization' and 'communication', it provides readers with the necessary skills to conduct any conversation on a professional manner. Illustrated with concrete examples throughout, this new edition includes a new chapter on career coaching, with exercises and ideas for role-play to enable the ideas to come alive. The three parts work seamlessly to expand the readers' conversation skill-set as they progress through the book. Communication in Organizations is an invaluable resource for students of management and business psychology, as well as those taking courses who are already in the workplace. The practical aspects compliment both introductory and advanced courses in interpersonal communication, leadership and business and professional communication.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Henk T. Van der Molen is professor of psychology at the Institute of Psychology at Erasmus University Rotterdam, The Netherlands and at the Open University of The Netherlands. He is (co-)author of more than 20 books and 100 articles and chapters, many which concern professional communication skills training. He was President of the Dutch Psychological Society from 1995-2003. Yvonne. H. Gramsbergen-Hoogland studied personality psychology at the University of Groningen. Thereafter she joined the faculty of Economics at the Hanzehogeschool of Groningen, where she was a trainer in interpersonal skills, developing several widely used programmes. She is involved as freelance trainer in human resources management and (co-)author of four books.
Inhaltsangabe
Contents List of tables and figures ix Preface x Acknowledgements xii Introduction 1 PART I Basic communication skills 5 1 Regulating skills 9 Introduction 9 Opening the conversation, setting goals 9 Goal evaluation 10 Closing the conversation 10 2 Listening skills 12 Introduction 12 Non-selective listening skills, minimal encouragers 13 Selective listening skills 14 3 Sender skills 21 Introduction 21 Sender skills - initiative 21 Sender skills - reactive 29 PART II Dialogues 33 4 Interviewing 35 Practical example 35 Introduction 35 Preparation of the semi-structured interview 37 Holding semi-structured interviews 38 5 The selection interview 41 Practical example 41 Introduction 42 Goals 42 Method 43 Basic Attitude 44 Skills in the different phases of the interview 44 6 The job application interview 50 Practical example 50 Introduction 50 Preparation 51 Skills in the job application interview 52 7 The performance evaluation interview 60 Practical example 60 Introduction 61 The performance evaluation interview within the framework of personnel management 61 Goal and conditions 63 Preparation 63 Roles 64 Errors of judgement 64 8 The career interview xx Practical example Introduction Aims of the career interview Distinction between career interview, performance evaluation interview and appraisal interview Preparation for the career interview Personal development plan The career interview model 9 The personal problems interview 72 Practical example 72 Introduction 72 Diagnosis-prescription model versus cooperation model 73 A dialogue model with communication skills 77 10 Handling complaints 85 Practical example 85 Introduction 85 Listening to the complaint 86 Showing understanding 86 Investigating the practical aspects of a complaint 87 Finding a solution 87 Coming to an agreement 88 11 Breaking bad news 91 Practical example 91 Introduction 92 Two situations 92 Phase 1: Delivering bad news immediately 93 Phase 2: How to deal with reactions 94 Phase 3: Looking for solutions 98 12 The sales or acquisition interview 100 Practical example 100 Introduction 101 Preparation 101 Structure 102 Communication skills 105 PART III Group conversations 109 13 Decision making 111 Practical example 111 Introduction 111 Phases in the decision-making process 112 Pitfalls 116 Three techniques to develop strategies 118 14 Leading meetings 121 Practical example 121 Introduction 121 Goal 122 Roles 122 Task-oriented and people-oriented behaviour 123 Tasks 124 Structure 126 15 Conflict management 132 Practical example 132 Introduction 132 Characteristics of conflict situations 133 Conflict management behaviour 134 Behaviour that evokes conflict 137 Conflict management conversations 139 Mediation: Conflict management with the help of a mediator 139 A model for conflict management 140 16 Negotiating 144 Practical example 144 Introduction 144 Negotiator's behaviour 144 Negotiation space 145 Negotiation situations 147 Negotiating skills 148 Model for a negotiation conversation 150 17 Giving presentations 154 Practical example 154 Introduction 154 Preparation 155 Giving the presentation 158 Dealing with reactions 161 Appendix A: Exercises 164 Appendix B: Role play 186 References 192 Author index 195 Subject index 196
Contents List of tables and figures ix Preface x Acknowledgements xii Introduction 1 PART I Basic communication skills 5 1 Regulating skills 9 Introduction 9 Opening the conversation, setting goals 9 Goal evaluation 10 Closing the conversation 10 2 Listening skills 12 Introduction 12 Non-selective listening skills, minimal encouragers 13 Selective listening skills 14 3 Sender skills 21 Introduction 21 Sender skills - initiative 21 Sender skills - reactive 29 PART II Dialogues 33 4 Interviewing 35 Practical example 35 Introduction 35 Preparation of the semi-structured interview 37 Holding semi-structured interviews 38 5 The selection interview 41 Practical example 41 Introduction 42 Goals 42 Method 43 Basic Attitude 44 Skills in the different phases of the interview 44 6 The job application interview 50 Practical example 50 Introduction 50 Preparation 51 Skills in the job application interview 52 7 The performance evaluation interview 60 Practical example 60 Introduction 61 The performance evaluation interview within the framework of personnel management 61 Goal and conditions 63 Preparation 63 Roles 64 Errors of judgement 64 8 The career interview xx Practical example Introduction Aims of the career interview Distinction between career interview, performance evaluation interview and appraisal interview Preparation for the career interview Personal development plan The career interview model 9 The personal problems interview 72 Practical example 72 Introduction 72 Diagnosis-prescription model versus cooperation model 73 A dialogue model with communication skills 77 10 Handling complaints 85 Practical example 85 Introduction 85 Listening to the complaint 86 Showing understanding 86 Investigating the practical aspects of a complaint 87 Finding a solution 87 Coming to an agreement 88 11 Breaking bad news 91 Practical example 91 Introduction 92 Two situations 92 Phase 1: Delivering bad news immediately 93 Phase 2: How to deal with reactions 94 Phase 3: Looking for solutions 98 12 The sales or acquisition interview 100 Practical example 100 Introduction 101 Preparation 101 Structure 102 Communication skills 105 PART III Group conversations 109 13 Decision making 111 Practical example 111 Introduction 111 Phases in the decision-making process 112 Pitfalls 116 Three techniques to develop strategies 118 14 Leading meetings 121 Practical example 121 Introduction 121 Goal 122 Roles 122 Task-oriented and people-oriented behaviour 123 Tasks 124 Structure 126 15 Conflict management 132 Practical example 132 Introduction 132 Characteristics of conflict situations 133 Conflict management behaviour 134 Behaviour that evokes conflict 137 Conflict management conversations 139 Mediation: Conflict management with the help of a mediator 139 A model for conflict management 140 16 Negotiating 144 Practical example 144 Introduction 144 Negotiator's behaviour 144 Negotiation space 145 Negotiation situations 147 Negotiating skills 148 Model for a negotiation conversation 150 17 Giving presentations 154 Practical example 154 Introduction 154 Preparation 155 Giving the presentation 158 Dealing with reactions 161 Appendix A: Exercises 164 Appendix B: Role play 186 References 192 Author index 195 Subject index 196
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