A fully revised and updated edition of the management classic which offers updates on crucial guidelines and techniques for developing the interpersonal skills necessary to improve relations with employees, assessing and improving current working situations, understanding the differences between people, and numerous other methods for creating a positive work environment and increasing productivity and profitability. In addition, the eight new chapters reflect the latest developments in the field including Planning and Goal Setting, Developing Ethical Guideposts, Valuing Diversity and Promoting…mehr
A fully revised and updated edition of the management classic which offers updates on crucial guidelines and techniques for developing the interpersonal skills necessary to improve relations with employees, assessing and improving current working situations, understanding the differences between people, and numerous other methods for creating a positive work environment and increasing productivity and profitability. In addition, the eight new chapters reflect the latest developments in the field including Planning and Goal Setting, Developing Ethical Guideposts, Valuing Diversity and Promoting Change. Management is an ever-expanding area of study, and every business school professor, executive, and aspiring manager should read this essential guide to creating a friendly and productive working atmosphere.
Dr. Phillip L. Hunsaker is a Professor of Management and Director of Management Programs in the School of Business Administration at the University of San Diego. He is an internationally recognized consultant, seminar leader and speaker in the areas of personal, management, and organizational development. Dr. Hunsaker has authored over 100 publications, including numerous articles in academic and professional journals and the best-selling books You Can Make It Happen: A Guide to Personal and Organizational Change (Addison-Wesley, 1977); Managing Organizational Behavior (Addison-Wesley, 1986); and Strategies and Skills for Managerial Women (Southwestern, 1986).
Inhaltsangabe
Contents Preface 1 Building Productive Managerial Relationships The Interactive Approach to Managing People Principles of Interactive Management Increasing Employees' On-The-Job Effectiveness Understanding People Interactive Communication Skills Constructive Manipulation What to Expect ADJUSTING EFFECTIVELY TO PERSONAL STYLE DIFFERENCES 2 Learning How to Learn The Learning Model Dimensions of Learning Individual Learning Styles Learning Modes Learning Style Types Characteristics of Learning Style Types Learning Styles and Problem Solving Guidelines for Managing the Learning Process 3 Doing Unto Others Behavioral Styles and Interpersonal Problems Unproductive Behavior Identifying Behavioral Styles Behavioral Flexibility Behavioral Styles and Interactive Management 4 Deciding How to Decide The Dimensions of Decision Style Four Basic Decision Styles Back-Up Styles Mixed Styles Characteristics of Each Decision Style Is There a "Best" Decision Style? Advantages of Each Style Problems of Each Style Coping Productively with Other Styles Applications to Integrative Management 5 Analyzing Transactional Styles Ego States Transactions Strokes Life Positions Trading Stamps Use of Time Games Stopping Games Interventions TA and Interactive Management INTERACTIVE COMMUNICATION SKILLS 6 The Art of Questioning Why People Ask Questions Types of Questions Questioning Strategies and Techniques 7 The Power of Listening Gripes about Managers Categories of Listeners Barriers to Effective Listening The Nineteen Commandments of Power Listening Exercises to Improve Your Listening Skills Listening and Interactive Management 8 Projecting the Appropriate Image Components of Image Image and Interactive Management 9 Communicating Through Voice Tones 10 Using Body Language Effectively Interpreting Body Language Gestures Interpreting Gesture Clusters Using Body Language 11 Spatial Arrangements Say Things Territory Environment Things Using Territory and Environment to Facilitate Communication Personal Space Interpersonal Space Interpersonal Space Strategies Special Arrangement Determinants Implications for Interactive Management 12 How Your Use of Time Talks Accuracy Scarcity Repetition 13 Making Sure with Feedback Types of Feedback Using Feedback Effectively INTERACTIVE PROBLEM-SOLVING 14 Problem-Solving Together Problem Definition Action Planning Implementation Follow-Through 15 Defining the Problem Step 1: Establish Trust Bond Step 2: Clarify Objectives Step 3: Assess Current Situation Step 4: Identify Problems Step 5: Define and Analyze Problems Step 6: Agree on Problems to be Solved 16 Developing Action Plans Step 1: Check the Trust Bond Step 2: Establish Decision-Making Criteria Step 3: Develop Action Alternatives Step 4: Evaluate Action Alternatives Step 5: Decide on an Action Plan 17 Implementing Action Step 1: Check the Trust Bond Step 2: Assign Tasks and Responsibilities Step 3: Set Up an Implementation Schedule Step 4: Reinforce Commitment and Activate 18 Following Through Step 1: Check the Trust Bond Step 2: Establish Criteria for Success Step 3: Determine How to Measure Performance Step 4: Monitor Results Step 5: Take Corrective Action 19 What Do You Do with What You've Learned? Use the Interactive Management Problem-Solving Process to Improve Your Interactive Management Skills Index
Contents Preface 1 Building Productive Managerial Relationships The Interactive Approach to Managing People Principles of Interactive Management Increasing Employees' On-The-Job Effectiveness Understanding People Interactive Communication Skills Constructive Manipulation What to Expect ADJUSTING EFFECTIVELY TO PERSONAL STYLE DIFFERENCES 2 Learning How to Learn The Learning Model Dimensions of Learning Individual Learning Styles Learning Modes Learning Style Types Characteristics of Learning Style Types Learning Styles and Problem Solving Guidelines for Managing the Learning Process 3 Doing Unto Others Behavioral Styles and Interpersonal Problems Unproductive Behavior Identifying Behavioral Styles Behavioral Flexibility Behavioral Styles and Interactive Management 4 Deciding How to Decide The Dimensions of Decision Style Four Basic Decision Styles Back-Up Styles Mixed Styles Characteristics of Each Decision Style Is There a "Best" Decision Style? Advantages of Each Style Problems of Each Style Coping Productively with Other Styles Applications to Integrative Management 5 Analyzing Transactional Styles Ego States Transactions Strokes Life Positions Trading Stamps Use of Time Games Stopping Games Interventions TA and Interactive Management INTERACTIVE COMMUNICATION SKILLS 6 The Art of Questioning Why People Ask Questions Types of Questions Questioning Strategies and Techniques 7 The Power of Listening Gripes about Managers Categories of Listeners Barriers to Effective Listening The Nineteen Commandments of Power Listening Exercises to Improve Your Listening Skills Listening and Interactive Management 8 Projecting the Appropriate Image Components of Image Image and Interactive Management 9 Communicating Through Voice Tones 10 Using Body Language Effectively Interpreting Body Language Gestures Interpreting Gesture Clusters Using Body Language 11 Spatial Arrangements Say Things Territory Environment Things Using Territory and Environment to Facilitate Communication Personal Space Interpersonal Space Interpersonal Space Strategies Special Arrangement Determinants Implications for Interactive Management 12 How Your Use of Time Talks Accuracy Scarcity Repetition 13 Making Sure with Feedback Types of Feedback Using Feedback Effectively INTERACTIVE PROBLEM-SOLVING 14 Problem-Solving Together Problem Definition Action Planning Implementation Follow-Through 15 Defining the Problem Step 1: Establish Trust Bond Step 2: Clarify Objectives Step 3: Assess Current Situation Step 4: Identify Problems Step 5: Define and Analyze Problems Step 6: Agree on Problems to be Solved 16 Developing Action Plans Step 1: Check the Trust Bond Step 2: Establish Decision-Making Criteria Step 3: Develop Action Alternatives Step 4: Evaluate Action Alternatives Step 5: Decide on an Action Plan 17 Implementing Action Step 1: Check the Trust Bond Step 2: Assign Tasks and Responsibilities Step 3: Set Up an Implementation Schedule Step 4: Reinforce Commitment and Activate 18 Following Through Step 1: Check the Trust Bond Step 2: Establish Criteria for Success Step 3: Determine How to Measure Performance Step 4: Monitor Results Step 5: Take Corrective Action 19 What Do You Do with What You've Learned? Use the Interactive Management Problem-Solving Process to Improve Your Interactive Management Skills Index
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