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Much has been written about communicating within organizations but relatively little on the critical skill of communicating upward. Green and Knippen, experts in employee motivation and performance, show how essential it is to the success of an organization, public or private, for employees to get their ideas up the ladder and into the hands of the top decision-makers. Their book outlines more than 40 specific upward communication needs and offers a structure that will ensure that the movement of ideas upward actually takes place. Unique in that it provides concrete advice for executives,…mehr
Much has been written about communicating within organizations but relatively little on the critical skill of communicating upward. Green and Knippen, experts in employee motivation and performance, show how essential it is to the success of an organization, public or private, for employees to get their ideas up the ladder and into the hands of the top decision-makers. Their book outlines more than 40 specific upward communication needs and offers a structure that will ensure that the movement of ideas upward actually takes place. Unique in that it provides concrete advice for executives, managers, and employees alike, the book is especially important for human resource specialists, people engaged in training and developing the managers of tomorrow and contributing to the organization's success today. Green and Knippen are quick to identify the barriers to communication of any kind, and particularly the special barriers that inhibit the flow of ideas upward. They provide readers with concrete advice, not only on what to communicate upward but the essential skills of how to do it. They maintain that knowing both what to communicate and how to communicate are the most crucial talents that one can have, and yes, they can be taught. But not only do they help people in their careers, they also help people take control of their lives off the job as well. Those who want to improve these essential skills and in doing so get along better with people in higher level positions will find much wisdom here, in a readable, engaging presentation, and a thoughtful look at what they must do first, and do now.
THAD B. GREEN is the founder and principal of The Belief System Institute, a Center for the Advancement of Motivation and Performance in Atlanta, Georgia. Considered the foremost authority on motivation and performance in the United States, many corporations, such as AT&T, Lucent Technologies, Delta Air Lines, and Metropolitan Life Insurance, seek his expertise.
Inhaltsangabe
Preface Getting Along with Management Introduction Choosing to Communicate Upward Understanding Managers What Motivates Managers Every Manager Has a Style Managers and Pet Peeves Reading Managers Dealing with Problem Managers Nobody's Perfect Responding to Unfair Performance Appraisals How to Get Managers to Stop Checking Up Dealing with Information-Hoarding Managers Working with Perfectionist Managers Handling Problems with Two Managers Giving Positive Reinforcement to Managers Clarifying Expectations Dealing with Insecure Managers Surviving Incompetent Managers Overcoming Intimidating Managers When Managers Won't Change Asking Managers The Business of Asking Managers Asking for a Raise How to Ask for More Interesting Work How to Ask for and Get More Responsibility Asking Not to be Bypassed Asking to be Managed Differently Asking for Positive Reinforcement Developing a Mentoring Relationship When More Resources Are Needed How to Get Feedback Asking Not to be Overworked Helping Managers Helping Managers Make Better Decisions Getting Faster Decisions Dealing with Managers Who Decide too Fast Communicating Successes Communicating Failures Responding to Change How to Receive Feedback Handling Criticism Being Late for Work Being a Better Team Player Showing Loyalty Accepting Authority and Responsibility If Everything Fails Selected Bibliography Index
Preface Getting Along with Management Introduction Choosing to Communicate Upward Understanding Managers What Motivates Managers Every Manager Has a Style Managers and Pet Peeves Reading Managers Dealing with Problem Managers Nobody's Perfect Responding to Unfair Performance Appraisals How to Get Managers to Stop Checking Up Dealing with Information-Hoarding Managers Working with Perfectionist Managers Handling Problems with Two Managers Giving Positive Reinforcement to Managers Clarifying Expectations Dealing with Insecure Managers Surviving Incompetent Managers Overcoming Intimidating Managers When Managers Won't Change Asking Managers The Business of Asking Managers Asking for a Raise How to Ask for More Interesting Work How to Ask for and Get More Responsibility Asking Not to be Bypassed Asking to be Managed Differently Asking for Positive Reinforcement Developing a Mentoring Relationship When More Resources Are Needed How to Get Feedback Asking Not to be Overworked Helping Managers Helping Managers Make Better Decisions Getting Faster Decisions Dealing with Managers Who Decide too Fast Communicating Successes Communicating Failures Responding to Change How to Receive Feedback Handling Criticism Being Late for Work Being a Better Team Player Showing Loyalty Accepting Authority and Responsibility If Everything Fails Selected Bibliography Index
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