Management Skills for Everyday Life The Practical Coach 3rd edition by Paula Caproni – Ebook PDF Instant Download/Delivery: 0136109662, 9780136109662
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Product details:
ISBN 10: 0136109662
ISBN 13: 9780136109662
Author: Paula Caproni
This is the eBook of the printed book and may not include any media, website access codes, or print supplements that may come packaged with the bound book.This text’s engaging and practical, yet research-based style is designed to help readers achieve the success they desire. Specifically, the ideas, tools, and techniques help readers enhance their effectiveness (ability to achieve results), career potential (e.g., marketability, salaries, promotions, job satisfaction and job choice), and general well-being (e.g., happiness, health, work-life “balance”).
Management Skills for Everyday Life The Practical Coach 3rd Table of contents:
1 What Predicts Success?
Is There a Difference Between Managing and Leading?
Managerial Derailment
Why Managers Derail
Intelligence Isn’t Enough
Does IQ Predict Wealth?
Do Smart, Successful People Fall for Financial Scams?
Early Success Can Lead to Failure
A Flaw Now Matters
What Predicts Success?
Believing Intelligence Is Fluid Not Fixed
Developing Expertise through Mindful, Deliberate Practice
Being Conscientious
Being Proactive
Having a Learning Goal Orientation
Using Creative and Practical Intelligence
Developing Self Awareness
Having Social Skills
Managing Emotions: Emotional Intelligence, Positive Emotions, and Hardiness
Emotional Intelligence
Positive Emotions
Hardiness
One More Time: Iq Is Only a Moderate Predictor of Success
Why We Hold Onto Past Behaviors That No Longer Serve us Well
Steps Toward Personal Change
The New Rules
How This Book Is Organized
Chapter Summary
Case 1.1 The Development of Expertise:
References
Food for Thought
2 Developing Self-Awareness
Barriers To Self-Awareness
The Brand Called You
What’s a Well-Intentioned Manager to Do?
The Self-Concept: I Think, Therefore I Think I Am
What Is the Self-Concept?
Cultural Influences On The Self-Concept: The Independent and Interdependent Self
The Independent Self-Concept
The Interdependent Self-Concept
Advantages of a Cultural View of the Self-Concept
Social Influences On The Self-Concept: Seeing Ourselves As Others See Us
Family Influences on the Self-Concept
Parental Style
Early Losses
Birth Order
Other People’s Expectations of Our Self-Concept
Group Influences on the Self-Concept
Why The Self-Concept Is Important
The Self In Contemporary Organizations
Meaning
Belonging
Competence
Control
Consistency
The Challenges for Managers Today
Identity in the Age of the Internet
Identity in the Age of Mass Media and Celebrities
Management Gurus and the Managerial Self-Concept
The Promise, Perils, And Self-Concept Of The Postmodern Manager
The Updated Managerial Self-Concept
Managers as Bricoleurs
Managers as Meaning Makers
Managers as Multiple Selves
Managers as Self-Monitors
Authenticity Is a Work-In-Progress
Managerial Growth And Development
Chapter Summary
Food for Thought
What Is My Personality Type?
Scoring
Analysis
“I Am” Interpretation of Responses: The Private, Public, and Collective Self-Concept
Self-Monitoring: Interpretation of Responses
3 Building Trust
Why Trust Matters
What Is Trust?
Uncertainty
Risk
Perception
Why Should I Trust Thee? Let Me Count The Reasons
Propensity to Trust
Assessment of a Person’s Trustworthiness
Optimal Trust: Is There Such a Thing as Trusting Too Much?
Creating Trust: Interpersonal Strategies
How to Repair Trust Once It Is Broken: The Art of Apologizing
Forgiveness
Creating Trust: Organizational Strategies
Organizational Structure and Swift Trust
Beyond Trust: Positive Emotions and Success
How Positive Emotions and Behaviors Lead to Professional Success and Well-Being
How Positive Emotions Lead to Organizational Effectiveness
How Positive Emotions Help People Manage Organizational Crises
Conclusion
Chapter Summary
Food for Thought
4 Communicating Effectively
Active Listening
Giving and Receiving Feedback
Creating a Feedback-Friendly Work Environment
Promoting Effective Feedback Techniques
Giving Feedback
Receiving Feedback
The Effectiveness of Multirater Feedback
Managerial Language That Motivates Employees
Are You Getting Enough Bad News?
Communicating Across Cultures
Culture, Language, and Power
Communicating To Mobilize Action
Using Inspiring Language
Telling Stories
Creating a Powerful Story
Telling a Powerful Story
Be Wise When Listening to Stories
Checklists: An Underrated and Life-Saving Communication Tool
Talk And Technology
Rules for Effective E-Mail Communication
Buzzword Bingo
Panic Buttons and Other Diversions
Conclusion
Chapter Summary
Food for Thought
5 Gaining and Using Sustainable, Ethical Power and Influence
Foundations of Sustainable, Ethical Power and Influence
Why We Need Power and Influence Skills
Our Environments are Increasingly Complex
People are Boundedly Rational
Uncertainty
Mutual Interdependence
Limited Resources
Characteristics of People with Power
Developing Interpersonal Power: Reading and Adapting to Other People’S Interests and Styles
The Social Styles Model
Using the Six Universal Forms of Influence
The Reciprocation Rule
Leveraging the Reciprocation Rule
Resisting the Reciprocation Rule
The Scarcity Rule
Leveraging the Scarcity Rule
Resisting the Scarcity Rule
The Authority Rule
Leveraging the Authority Rule
Resisting the Authority Rule
The Rule of Social Proof
Leveraging the Rule of Social Proof
Resisting the Rule of Social Proof
The Commitment and Consistency Rule
Leveraging the Commitment and Consistency Rule
Defense
The Liking Rule
Attractive Physical Appearance
Positive Experiences
Proximity
Perceived Similarity
Praise and Flattery
Leveraging the Liking Rule
Resisting the Liking Rule
Summarizing the Six Universal Forms of Influence
Developing Political Savvy
Characteristics of Politically Savvy People
Personal Power
Relational Power
Strategically Visiting People
Communicating with Others
Structural Power
Position
Autonomy
Criticality
Centrality
Coalitions
Minimizing Dysfunctional Organizational Politics
Conclusion
Chapter Summary
Food for Thought
6 Managing Relationships with Your Direct Reports, Bosses, and Peers
Authority Relations at Work
Organizational Structure and Authority Relations
Personality and Authority Relations
Managing and Motivating Direct Reports
The Situational Leadership Model
The Denison Leadership Development Model
Mission
Consistency
High Involvement
Adaptability
A Note on Empowerment: It’s More Than a Feeling
A Cautionary Note: Obedience to Authority
Lessons for Everyday Work Life
An Optimistic Tale: Organizing for Compassion
Managing Your Boss
Managing Abrasive Bosses
Managing Mentor–Protégé Relationships
Diversity and Mentoring
How to Make the Most of Mentoring Relationships
Advice for Protégés
Advice for Mentors
Networking
Characteristics of Effective Networks
Diversity
Status
Strong and Weak Ties
Diversity and Networks
Networking Advice
High-Quality Connections
Energizing Relationships
Impression Management
Conclusion
Chapter Summary
Food for Thought
7 Managing Cultural Diversity
Part I: Diversity as a Competitive Advantage
Positive Publicity
Recruitment, Development, and Retention of the Best Talent
More Effective Problem Solving, Decision Making, and Work Processes
Enhanced Team Performance
Lower Legal Costs
Lower Operating Costs
Success in Serving Untapped Markets
Effective Response to Advocacy Groups
Why Don’t Many Organizations Achieve the Potential That Their Diverse Workforce Offers?
Increasing the Diversity of the Workforce But Not Changing the Way Work Gets Done
Mismanaging Emotions and Power Relations Associated With a Diverse Workforce
Part II: Understanding Culture and Cultural Differences
Dimensions of Culture
Who Am I?
Independence and Interdependence
Doing and Being
Status: Achievement and Ascription
How Do I Relate to Others?
High and Low Power Distance
Universalism and Particularism
Formality and Informality
How Do I Communicate with Others?
High- and Low-Context Communication Styles
Report and Rapport Talk
Neutral and Expressive Emotional Displays
Thinking Out Loud or Thinking While Silent
How Do I Deal with Time?
Fixed and Fluid Time Orientation
Monochronic or Polychronic Time Orientation
Past, Present, and Future Focus
Linear Versus Cyclical Time
What Is Truth?
Inductive and Deductive Reasoning
Seeking Consistency and Maintaining Contradictions
How Do I Relate to the Environment?
Controlling, Harmonizing With, and Being Constrained by the Environment
Change: High and Low Uncertainty Avoidance
Choice
What Is the Relationship of Work to Life?
The Difference between Stereotyping and Valuing Cultural Differences
Part III Strategies for Leveraging Diversity
Enhancing Your Personal Multicultural Competence
Culture-Specific Skills
Culture-General Skills
Developing Multicultural Competence
Creating an Organizational Culture that Values and Leverages Diversity
Ensure Top-Level Commitment to Promoting Diversity at all Levels
Role-Model the Behavior you Want to See
Obtain Information About How Well your Company is Managing Diversity
Know the Law
Break the Glass Ceiling
Eliminate Reindeer Games
Endorse Support Groups
Provide Training
Provide Mentoring Opportunities
Encourage Formal Education
Change the Way Work Gets Done
Pay Attention to Language and Other Forms of Organizational Symbolism
Create a Common Identity
Increase Interaction Among Members of Different Groups
Develop External Relations With Diverse Groups
Measure Results and Reward Progress
Conclusion
Chapter Summary
Food for Thought
8 Creating High-Performing Teams
Beyond the Team Hype
What is a Team?
Standards For Team Effectiveness
Foundations of High-Performing Teams: Purpose, Performance Measures, People, Process, and Practice
Foundation 1: Clear, Engaging Purpose
Potential Problems With the Team’s Purpose
Foundation 2: Performance Goals and Measures
Foundation 3: People with Both Task and Relationship Skills
Foundation 4: Results-Driven Processes
Norms
Explicit Norms
Implicit Norms
Foundation 5: Preparation and Practice
Team Leadership: Creating A Context For High-Performing Teams
Team Leadership Skill 1: Invest in Ongoing Personal Development
Team Leadership Skill 2: Create a Work Context That Enables the Team to Do Its Best Work
Create a Team Identity as a “Real Team”
Provide a Supportive Work Context
Provide a Clear, Engaging Direction
Develop an Enabling Task Design
Provide Expert and Well-Timed Coaching
Team Leadership Skill 3: Encourage Positive Social Relationships
Team Leadership Skill 4: Connect the Team Externally to Relevant People and Groups
Meaning
Control and Consistency
Belonging
Competence
What Can a Leader do to Promote Cooperation Across Teams?
Start with Yourself: Clearly Demonstrate That You’re a Boundary-Spanner
Articulate a Common Vision That Inspires Interdependence
Set Clear Expectations
Manage Communication and Coordination Across Groups
Promote Flexibility
Reward Cooperation
Have Teams Spend Time Together
Change Physical Layout
Redefine Boundaries
Create Boundary-Spanning Roles in the Team
The Team Life Cycle
Forming
Storming
Norming
Performing
Adjourning
Making Sense of Team Life Cycle Theories
Conclusion
Chapter Summary
Food for Thought
9 Diverse Teams and Virtual Teams: Managing Differences and Distances
Part 1: Diverse Teams
The Diversity Dilemma
Potential Benefits and Risks of Diverse Teams
Enhanced Effectiveness on Intellective Tasks
Enhanced Effectiveness on Creative and Judgmental Decision-Making Tasks
More Attention to Team Process
Broader and More Diverse External Networks
Enhanced Learning
Continuous Improvement
Now the Hurdles
More Stress
Reduced Group Cohesion
More Psychological and Physical Detachment From the Team
Decreased and More Distorted Internal Communication
More Difficulty Coordinating
More Perceptual Biases of Leaders
Team Members’ Misperceptions About Team Performance
Additional Factors to Consider
Leading Diverse Teams
Create a Common Identity and Collectivist Culture
Create a “Value-in-Diversity” Perspective in the Work Team
Recruit Team Members Who are High on Need for Cognition and Openness to Experience
Pay Particular Attention to First Meetings
Pay Extra Attention to Team Norms and Work Processes
Provide Early Opportunities to Succeed, Clear Performance Measures, and Ongoing Positive Feedback
Role-Model the Behavior That you Want to See in Team Members
Pay Attention to the Context in Which the Team Works
Conclusion
Part II: Virtual Teams: Working Together Apart60
Benefits of Virtual Teams
Challenges of Virtual Teams
Managing Social Dynamics in Virtual Teams
Developing Cohesion and Commitment
Managing Communication in Virtual Teams
The Lack of Social Cues
The Need For a Psychologically Safe Environment
Understanding Status and Power Dynamics in Virtual Teams
Managing Distributed Teams
Determine the Appropriate Level of Technology for the Team Task
Determine When it’s Best to Meet Face-to-Face or Virtually
Manage the Technological Environment
Develop Work Processes That Enhance Cohesion, Communication, and Coordination
Cohesion
Communication
Coordination
Conclusion
Plan in Advance
Manage the Meeting
Close the Meeting
Chapter Summary
Diverse Teams
Virtual Teams
Food for Thought
10 Crafting a Life: Your Guide to the Good Life
Happiness
What Doesn’t Predict Happiness? Miswanting
What Predicts Happiness? Adapting Your Beliefs and Activities
Beliefs That Can Make People Happy
Activities That Make People Happy
Happiness, Work, and Flow
Optimism and Success
The Role of Explanations in Optimism
When Optimism Is Overrated
Work and Health
Perfectionism
Type A Behavior
What Are the Organizational Consequences of Perfectionism and Type A Behavior?
Integrating Work and Family
Demographics and Trends in Caretaking
What Is the Impact of Working Parents on Organizations?
What Is the Impact of Working Parents on Their Children’s Well-Being?
Cognitive Development
Social Behavior
Attachment
Quality of Day Care
Parents’ Personality, Self-Esteem, Education, and Income
Marital/Relationship Quality
Choice
Parents’ Work Experiences
Day Care’s Benefits For Parents
What Do Children Say about Their Working Parents?
Conclusion
Chapter Summary
Food for Thought
Index
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Tags: Paula Caproni, Management Skills, Practical Coach, Everyday Life