Communication in Organizations Basic Skills and Conversation Models

• Main Authors: Van der Molen, Henk T., Gramsbergen-Hoogland, Yvonne H.
• Format: eBook Book
• Language: English
• Published: London Routledge 2019; Taylor and Francis; Taylor & Francis Group
• Edition: 2
• Subjects: Business communication; communicating; Communication in organizations; complaints; conflict; decision making; Human Resource Development; Interne Kommunikation; Interpersonal relations; interviews; listening; negotiation; Organizational Communication; Soziale Beziehungen; Work & Organizational Psychology; Yvonne H. Gramsbergen-Hoogland; Job Application Interview; Inclined; Temporary Waiters; Strong; Standpoint; Sales Interview; Personnel Day; Performance Evaluation Interview; Freddy Fortune; Follow; Harry Haddock; HARRY; Bad News; Smooth; Minimal Encouragers; Conversation Model; Basic Communication Skills; Conversation Leader; Judgement; Situation Clarification; Wo; Commercial Director; Sick; Hold; Sender Skill
• ISBN: 9781138552104; 1138552127; 9781138552128; 1138552100
• DOI: 10.4324/9781315147963

One of the most important requirements of leadership is effective communication. The idea that some people are natural leaders and that others will never learn to show good leadership is nowadays outdated. It has been replaced by the conviction that leadership and communication skills can be learnt....

Table of Contents:

• Communication in Organizations- Front Cover -- Half Title -- Title Page -- Copyright Page -- Contents -- List of illustrations -- Figures -- Tables -- Preface -- Acknowledgements -- Introduction -- Purpose of this book -- Structure of the book -- How to use this book -- Description of Dinner Ltd -- PART I: Basic communication skills -- Introduction -- Practical example -- Chapter 1: Regulating skills -- Introduction -- Opening the conversation, setting goals -- Goal evaluation -- Closing the conversation -- Chapter 2: Listening skills -- Introduction -- 'Non'-selective listening skills, minimal encouragers -- Selective listening skills -- Chapter 3: Sender skills -- Introduction -- Sender skills: initiative -- Sender skills: reactive -- PART II: Dialogues -- Introduction -- Chapter 4: Interviewing -- Practical example -- Introduction -- Preparation of the semi-structured interview -- Holding semi-structured interviews -- Chapter 5: The selection interview -- Practical example -- Introduction -- Goals -- Method -- Basic attitude -- Skills in the different phases of the interview -- Chapter 6: The job application interview -- Practical example -- Introduction -- Preparation -- Skills in the job application interview -- Chapter 7: The performance evaluation interview -- Practical example -- Introduction -- The performance evaluation interview within the framework of personnel management -- Goal and conditions -- Preparation -- Roles -- Errors of judgement -- The performance evaluation interview model -- Chapter 8: The career interview -- Practical example -- Introduction -- Aims of the career interview -- Distinction between career interview, performance evaluation interview and appraisal interview -- Preparation for the career interview -- Personal development plan -- The career interview model -- Chapter 9: The personal problems interview
• Practical example -- Introduction -- Diagnosis-prescription model versus cooperation model -- A dialogue model with communication skills -- Chapter 10: Handling complaints -- Practical example -- Introduction -- Listening to the complaint -- Showing understanding -- Investigating the practical aspects of a complaint -- Finding a solution -- Coming to an agreement -- Chapter 11: Breaking bad news -- Practical example -- Introduction -- Two situations -- Phase 1: Delivering bad news immediately -- Phase 2: How to deal with reactions -- Phase 3: Looking for solutions -- Chapter 12: The sales or acquisition interview -- Practical example -- Introduction -- Preparation -- Structure -- Communication skills -- PART III: Group conversations -- Chapter 13: Decision making -- Practical example -- Introduction -- Phases in the decision-making process -- Pitfalls -- Three techniques to develop strategies -- Chapter 14: Leading meetings -- Practical example -- Introduction -- Goal -- Roles -- Task-oriented and people-oriented behaviour -- Tasks -- Structure -- Discussion of different topics -- Chapter 15: Conflict management -- Practical example -- Introduction -- Characteristics of conflict situations -- Conflict management behaviour -- Behaviour that evokes conflict -- Conflict management conversations -- Mediation: conflict management with the help of a mediator -- A model for conflict management -- Chapter 16: Negotiating -- Practical example -- Introduction -- Negotiator's behaviour -- Negotiation space -- Negotiation situations -- Negotiating skills -- Model for a negotiation conversation -- Chapter 17: Giving presentations -- Practical example -- Introduction -- Preparation -- Giving the presentation -- Dealing with reactions -- Appendix A: Exercises -- Chapter 1 Regulating skills -- Chapter 2 Listening skills -- Chapter 3 Sender skills
• Chapter 4 Interviewing -- Chapter 5 The selection interview -- Chapter 6 The job application interview -- Chapter 7 The performance evaluation interview -- Chapter 8 The career interview -- Chapter 9 The personal problems interview -- Chapter 10 Handling complaints -- Chapter 11 Breaking bad news -- Chapter 12 The sales or acquisition interview -- Chapter 13 Decision making -- Chapter 14 Leading meetings -- Chapter 15 Conflict management -- Chapter 16 Negotiating -- Chapter 17 Giving presentations -- Appendix B: Role play -- The preparation -- The preliminary discussion -- Acting and observing -- Giving feedback -- Short guide for the observer -- References -- Author index -- Subject index