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Closing the communication gap : an effective method for achieving desired results /
Annotation
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Boca Raton, FL :
Productivity Press,
Ã2014.
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| Colección: | Little big book series (Boca Raton, Fla.)
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
Tabla de Contenidos:
- Good Talk, More Money; Introduction; Poor-Quality Communication; Miscommunication; Noncommunication; Misunderstanding; Withholding Information; Quality Communication; Communication and Language; Quality Relationships; Virtues, Integrity,
- And Trust; Lifelong Learning; Summary; References; ; What Happens When Two People Talk--At Work?; The Basic Scoop on the Communication Loop; Meet the Loop; An Autopsy of the Loop; The Loop Has Soul; The Loop Has Issues; The Loop Has Culture; The Formal Loop and Its Shadow; Get Loopy with a Network of Communication Loops; Networks of Loops Loop in Different Directions; Random Communication; Downward Communication; Upward Communication; Lateral Communication; The Complexity of Formal Networks of Communication Loops; Shadow Loops; How to Use the Informal Communication; Network,
- Also Known as the Shadow Loop; Summary; Reference; ; How Do You Talk to Your Boss?; Introduction; Nothing to Fear But Fear; The Downside of Fear; The Good Side of Fear; Facing Fear; Plan the Whole Process; Mission; Vision; Approach; The Meeting; Concluding the Meeting; Execute the Plan; Follow-up to the Meeting with Your Boss; Summary; ; How Do You Talk to Your Employees?; Introduction; Create an Environment of Openness and Trust by First Being a Listener; Tell Them Why; Do It with a Smile; Adopt a New Philosophy about Organizations and.
- Employees; Adopt a New Philosophy about Management; Listen with Your Eyes as Well as Your Ears; Listen to the Person and Not Just the Employee; Listen to the Behavior over a Period of Time; Listen to Themes, to Metaphors,
- And to What Is Conspicuously Not Discussed; Listen to Learn; Create an Environment of Openness and Trust by Becoming an Effective Communicator; Talk to Your Employees; One on One; In a Group; Write to Your Employees; Newsletters; Town Meetings; Memos; E-mails, Blogs,
- And a Tip of the Hat to Texting; Understand Your Employees; Personality Type of Each Employee; Variables Style Management; Five-Way Communication; Communication Channels; Body Language; Summary; References; ; How Do I Hear What My Teammates Are Really Saying?; Introduction; Rugged Individualism Dies with the Team; What Makes a Standout Leader?; The Team Takes Precedence over the Individual; Maturity Is Imperative for Good Teamwork; The Ancients Were Right; Know Thyself; Do Unto Others as You Would Have Them Do Unto You; Use the Feedback Loop; Listen to Your.
- Teammate; Repeat Back; Listen to the Feedback; Repeat the Feedback Loop for a Second Time; Use the Feedback Loop with Verbal and Written Team Communication; Discuss Feelings and Body Language; Listening Filters; The Johari Window; Three Rules in Dealing with Emotions in a Team Setting; Use the Shadow Communication Loop to Further the Team Mission; Talking at the Water Cooler; Use the Shadow Loop to Further the Team's Progress; Hearing Is Nested in a Relationship with Four Stages; Developing Role Clarity: Developing Expectations and Gathering Information; Commitment to the Relationship of Boss/Member of Staff; Stability and Productivity for a Period of.
- Time; Experiencing a Pinch in the Relationship; Dealing with the Pinches in the Relationship Is Crucial; Dealing with Them Immediately and Effectively Maintains Healthy Relationships; Ignoring Pinches in Relationships Leads to Disruption and Conflict; Problems to Solve; Disagreement and Efforts to Save Face; Contest Stage and Efforts to Win; Fight/Flight Stage: Eliminate or Harm the Character of the Other Side; Holy War: The Object Is to Destroy; Restoring a Relationship; Ennui: Settling for the Status Quo and Limbo; Mute Termination: Quit Job.
- Or Fire Employee or Staff Member; Pretending to Fix the Relationship: Premature Reconciliation; Unplanned Renegotiation of a Relationship under Extreme Stress; Ending the Relationship; Summary; References; ; How Do I Hear What My Boss Is Really Saying? ; Introduction; Learn to See the Nonverbal Message If You Want to Really Hear Your Boss; If Your Boss Believes in You,
- He or She Will Trust and Therefore Tell You More; What the Boss Sees Determines What You Get; Eye Contact (Oculesics); Posture and Movement (Kinesics); Dress and Appearance (Objectics); Gestures and Smile (Kinesics); What the Boss Feels Determines What You Get; & amp.