Human Relations : Interpersonal, Job-Oriented Skills

by DuBrin, Andrew J.

• ISBN13: 9780130485557
• ISBN10: 0130485551
• Edition: 8th
• Format: Paperback
• Copyright: 2004-01-01
• Publisher: Prentice Hall

Summary

Good work habits, time management, computer skills, and ethics are just a few of the competencies employees will find essential in a variety of future jobs. Designed to help readers enhance their interpersonal skills in the workplace, this guide is a blend of current and traditional interpersonal topics with a strong emphasis on skill development and self-assessment. Offers a more personal and job-oriented (and less managerial) approach than other books on the subject. Introduces basic concepts to enhance understanding of key topics; then, skill-building suggestions, exercises, and cases are presented that are crafted to improve the interpersonal skills related to each topic. Provides Web Corners in each chapter that point readers to Internet resources for that chapter. Updates information throughout as appropriate, including new cases and case problems; new chapter-opening vignettes; and several new self-quizzes. Features new topics throughout: includes value stereotypes for Baby Boomers, Generation X, and Generation Y; how to prepare for stressful conversations; work-family conflict as a stressor; and much more. An ideal reference for participants in leadership and supervisory training courses that emphasize interpersonal skills, rather than leadership theory and research.

Author Biography

Dr. Andrew DuBrin holds a full professorship at the Rochester Institute of Technology. He has published hundreds of articles in scholarly journals, national magazines, and newspapers. He has appeared on over 350 television shows and radio programs

Table of Contents

1. A Framework for Interpersonal Skill Development.
2. Understanding Individual Differences.
3. Interpersonal Communications.
4. Developing Teamwork Skills.
5. Group Problem Solving and Decision Making.
6. Cross-Cultural Relations and Diversity.
7. Resolving Conflicts with Others.
8. Becoming an Effective Leader.
9. Motivating Others.
10. Helping Others Develop and Grow.
11. Positive Political Skills.
12. Customer Satisfaction Skills.
13. Enhancing Ethical Behavior.
14. Personal Productivity and Stress Management.
15. Job Search and Career Management Skills.

Excerpts

Welcome to the eighth edition ofHuman Relations: Interpersonal, Job-Oriented Skills.Success in any position involving interaction with people requires two broad sets of competencies: functional skills and generic skills. The termfunctional skillsrefers to knowledge of one's discipline (or organizational function), technical skills, specialty skills, or simply details of the job.Generic skillsrefers to competencies important in a variety of jobs. Among these generic skills are good work habits and time management, computer skills, high ethics, and interpersonal skills. My purpose in writing this book is to help readers enhance their interpersonal skills in the workplace. By enhancing interpersonal skills, a person has a better chance of capitalizing upon his or her other skills. Two primary approaches are used in this text to achieve the lofty goal of improving interpersonal skills. First, basic concepts are introduced to enhance understanding of key topics in interpersonal relations in organizations. Second, skill-building suggestions, exercises, and cases are presented that are designed to improve interpersonal skills related to the topic. Chapter 4, for example, presents general information about the nature of teamwork, followed by suggestions for improving teamwork. The chapter also includes several exercises or experiential activities and a case--all designed to improve teamwork skills. AUDIENCE FOR THE BOOK The primary audience for this book is people taking courses that emphasize the development of interpersonal skills. Such courses typically include the termhuman relations.Because interpersonal relations contribute so heavily to effective leadership, the text is suited for participants in leadership and supervisory training courses that emphasize interpersonal skills rather than leadership theory and research. FRAMEWORK OF THE BOOK The book is a blend of current and traditional topics dealing with interpersonal relations in organizations, with a heavy component of skill development and self-assessment. The information is organized into chapters, all emphasizing interpersonal relations between two or more people. Chapter 1, "A Framework for Interpersonal Skill Development," sets the stage for improving one's interpersonal skills on the job. Chapter 2, "Understanding Individual Differences," presents information that is the foundation of effective interpersonal relations. Chapter 3, "Interpersonal Communications," deals with skills in sending and receiving messages. Chapter 4, "Developing Teamwork Skills," sensitizes the reader to a vital set of skills in the workplace. Chapter 5, "Group Problem Solving and Decision Making," provides additional skill in collaborative effort. Chapter 6, "Cross-Cultural Relations and Diversity," is about developing cross-cultural skills in a diverse workforce. Chapter 7, "Resolving Conflicts with Others," helps the reader develop skills in finding constructive solutions to differences of opinion and disputes with others. Four consecutive chapters deal with exerting influence over others: Chapter 8, "Becoming an Effective Leader," presents information relevant to exercising leadership in the workplace; Chapter 9, "Motivating Others," emphasizes skills in getting others to work hard to achieve goals; Chapter 10, "Helping Others Develop and Grow," is about coaching, counseling, and teaching others; and Chapter 11, "Positive Political Skills," describes how to use power and influence for constructive purposes. Chapter 12, "Customer Satisfaction Skills," describes several approaches to enhancing skills in satisfying customers, and thus lies at the heart of the importance placed on pleasing customers. Chapter 13, "Enhancing Ethical Behavior," translates ethical principles into usable skills. The rationale is that an ethical base is important for achieving career-long effectiveness in interpersonal rel