People Skills for Public Managers
Autor Suzanne Mccorkle, Stephanie Witten Limba Engleză Paperback – 30 mai 2014
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| Taylor & Francis – 30 mai 2014 | 462.51 lei 6-8 săpt. | |
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| Taylor & Francis – 30 mai 2014 | 1217.29 lei 6-8 săpt. |
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Specificații
ISBN-13: 9780765643513
ISBN-10: 0765643510
Pagini: 204
Dimensiuni: 152 x 229 x 10 mm
Greutate: 0.29 kg
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
ISBN-10: 0765643510
Pagini: 204
Dimensiuni: 152 x 229 x 10 mm
Greutate: 0.29 kg
Ediția:1
Editura: Taylor & Francis
Colecția Routledge
Locul publicării:Oxford, United Kingdom
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Public țintă
Postgraduate, Professional, and UndergraduateCuprins
Preface
1. Why Public Managers Need People Skills
The Public Sector Is Unique
Networking Across Agencies
Change, Mistrust, and Financial Austerity
Conflict Is Inevitable
Miscommunication Is Costly
Culture and Diversity Awareness Is Crucial
NASPAA Standards
The Federal Executive Service Standards
2. Every Effective Manager Is a Good Communicator
Communication Skills for Public Managers
The Fallibility of Message Transfer
Leadership and Communication
The Dark Side of Positional Authority
Case: The New Boss
3. Resolving Disputes in the Workplace
Methods for Resolving Disputes
What Causes Workplace Conflict?
Case: Flextime
4. Mega-Skills for Public Employees
Listening
Asking Questions
Conflict Analysis
Assessing Cost-Effectiveness of Dispute Resolution
Interviews
Case: The Redevelopment Project
5. Creating and Maintaining Effective Work Relationships
Emotional Intelligence and Emotional Labor
Motivation and the Public Sector
Humane Performance Reviews
Interpersonal Communication Competence
Demotivators: The Dark Side of Interpersonal Communication
Case: When Generations Collide
6. Working Together: Meetings, Teams, and Parliamentary Procedure
Collaborating Across Agencies
Types of Group Activities
Meeting Management
The Specialized Leadership Skill of Building Teams
Parliamentary Procedure
Case: The Interdepartment Team
7. Dealing with Incivility, Bullies, and Difficult People
Verbal Aggression and Difficult People
Skills to Respond to Workplace Misbehavior
Bullying
Case: Is the Behavior Problematic?
Case: There's Something About Jeremy
8. Effective Communication in the Intercultural Workplace
Cultural Knowledge and Public Administration
The Imperative of Diversity
Intercultural Communication Theory
Cultural Views of Problem Solving
Intercultural Conflict Styles
Influences of Culture on Communication
Influences of Culture on Management Style
Case: Refugees and the Library
9. Dynamic Public Speaking
Speaking in the Public Sector
Matching the Purpose to the Audience
Organizing the Message
Adding Interest
Final Check: Does the Content Meet the Audience's Needs?
Speech Delivery
Visual Aids and PowerPoint Presentations
Introducing Another Speaker
Case: Telling the Public to Prepare for Disaster
10. Designing Effective Public Input Processes
Why Seek Input?
Bad Behaviors in Public Places
Limitations
Case: Public Input to Locate the New Bypass
11. The Interconnected Web of People Skills
Nexus 1. Public Managers with People Skills Demonstrate Resilience amid Change
Nexus 2. Public Managers with People Skills Are Able to Separate Listening from Analyzing
Nexus 3. Public Managers with People Skills Understand the Interests of Others
Nexus 4. Public Managers with People Skills Prefer Collaboration But Are Able to Make Quick Decisions
Nexus 5. Public Managers with People Skills Build Relationships
Nexus 6. Public Managers with People Skills Are Accountable
Nexus 7. Public Managers with People Skills Communicate Effectively
Nexus 8. Public Managers with People Skills Share Power
Nexus 9. Public Managers with People Skills Are Persistent
Nexus 10. Public Managers with People Skills Embrace Continuous Improvement
Bibliography
Index
About the Authors
1. Why Public Managers Need People Skills
The Public Sector Is Unique
Networking Across Agencies
Change, Mistrust, and Financial Austerity
Conflict Is Inevitable
Miscommunication Is Costly
Culture and Diversity Awareness Is Crucial
NASPAA Standards
The Federal Executive Service Standards
2. Every Effective Manager Is a Good Communicator
Communication Skills for Public Managers
The Fallibility of Message Transfer
Leadership and Communication
The Dark Side of Positional Authority
Case: The New Boss
3. Resolving Disputes in the Workplace
Methods for Resolving Disputes
What Causes Workplace Conflict?
Case: Flextime
4. Mega-Skills for Public Employees
Listening
Asking Questions
Conflict Analysis
Assessing Cost-Effectiveness of Dispute Resolution
Interviews
Case: The Redevelopment Project
5. Creating and Maintaining Effective Work Relationships
Emotional Intelligence and Emotional Labor
Motivation and the Public Sector
Humane Performance Reviews
Interpersonal Communication Competence
Demotivators: The Dark Side of Interpersonal Communication
Case: When Generations Collide
6. Working Together: Meetings, Teams, and Parliamentary Procedure
Collaborating Across Agencies
Types of Group Activities
Meeting Management
The Specialized Leadership Skill of Building Teams
Parliamentary Procedure
Case: The Interdepartment Team
7. Dealing with Incivility, Bullies, and Difficult People
Verbal Aggression and Difficult People
Skills to Respond to Workplace Misbehavior
Bullying
Case: Is the Behavior Problematic?
Case: There's Something About Jeremy
8. Effective Communication in the Intercultural Workplace
Cultural Knowledge and Public Administration
The Imperative of Diversity
Intercultural Communication Theory
Cultural Views of Problem Solving
Intercultural Conflict Styles
Influences of Culture on Communication
Influences of Culture on Management Style
Case: Refugees and the Library
9. Dynamic Public Speaking
Speaking in the Public Sector
Matching the Purpose to the Audience
Organizing the Message
Adding Interest
Final Check: Does the Content Meet the Audience's Needs?
Speech Delivery
Visual Aids and PowerPoint Presentations
Introducing Another Speaker
Case: Telling the Public to Prepare for Disaster
10. Designing Effective Public Input Processes
Why Seek Input?
Bad Behaviors in Public Places
Limitations
Case: Public Input to Locate the New Bypass
11. The Interconnected Web of People Skills
Nexus 1. Public Managers with People Skills Demonstrate Resilience amid Change
Nexus 2. Public Managers with People Skills Are Able to Separate Listening from Analyzing
Nexus 3. Public Managers with People Skills Understand the Interests of Others
Nexus 4. Public Managers with People Skills Prefer Collaboration But Are Able to Make Quick Decisions
Nexus 5. Public Managers with People Skills Build Relationships
Nexus 6. Public Managers with People Skills Are Accountable
Nexus 7. Public Managers with People Skills Communicate Effectively
Nexus 8. Public Managers with People Skills Share Power
Nexus 9. Public Managers with People Skills Are Persistent
Nexus 10. Public Managers with People Skills Embrace Continuous Improvement
Bibliography
Index
About the Authors
Recenzii
"This unique little book provides the rich, textured discussion of pragmatic topics that our generalist public management texts often lack. It provides discussions into and exercises for topics such as conflict management, question-asking, emotional intelligence and labor, meeting management, parliamentary procedure, bullying, cultural knowledge and diversity, seeking public input, and a host of others that students will be highly interested in. If one wants to ensure that students have solid skills in management and leadership, this is a wonderful complement to any PA classroom or seminar." -- Montgomery Van Wart, California State University, San Bernardino
Descriere
People Skills for Public Managers fills the need for a concise, inexpensive, skills-oriented supplemental text set in the public and nonprofit context. The authors combine just enough basic theory about communication with specific skill development in areas of immediate interest to those who work in the public sector.Chapter coverage of important skills includes: resolving disputes in the workplace, creating and maintaining effective work relationships, working together in teams and meetings, dealing with incivility, effective intercultural communication, and effective public speaking skills. The book also features a strong "practice" orientation, with plentiful boxed applications (Insights from the Field, Skill Development boxes, Case Studies). It concludes with an especially useful summary chapter that describes the ten essential skills for successful communication. Online instructor's materials are available to professors who adopt the text.