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Contents
Preface
1 Building Productive Managerial Relationships
The Interactive Approach to Managing People Principles of Interactive Management Increasing Employees' On-The-Job Effectiveness Understanding People Interactive Communication Skills Constructive Manipulation What to Expect
ADJUSTING EFFECTIVELY TO PERSONAL STYLE DIFFERENCES
2 Learning How to Learn
The Learning Model Dimensions of Learning Individual Learning Styles Learning Modes Learning Style Types Characteristics of Learning Style Types Learning Styles and Problem Solving Guidelines for Managing the Learning Process
3 Doing Unto Others
Behavioral Styles and Interpersonal Problems Unproductive Behavior Identifying Behavioral Styles Behavioral Flexibility Behavioral Styles and Interactive Management
4 Deciding How to Decide
The Dimensions of Decision Style Four Basic Decision Styles Back-Up Styles Mixed Styles Characteristics of Each Decision Style Is There a "Best" Decision Style?
Advantages of Each Style Problems of Each Style Coping Productively with Other Styles Applications to Integrative Management
5 Analyzing Transactional Styles
Ego States Transactions Strokes Life Positions Trading Stamps Use of Time Games Stopping Games Interventions TA and Interactive Management
INTERACTIVE COMMUNICATION SKILLS
6 The Art of Questioning
Why People Ask Questions Types of Questions Questioning Strategies and Techniques
7 The Power of Listening
Gripes about Managers Categories of Listeners Barriers to Effective Listening The Nineteen Commandments of Power Listening Exercises to Improve Your Listening SkillsListening and Interactive Management
8 Projecting the Appropriate Image
Components of Image Image and Interactive Management
9 Communicating Through Voice Tones
10 Using Body Language Effectively
Interpreting Body Language Gestures Interpreting Gesture Clusters Using Body Language
11 Spatial Arrangements Say Things
Territory Environment Things Using Territory and Environment to Facilitate Communication Personal Space Interpersonal Space Interpersonal Space Strategies Special Arrangement Determinants Implications for Interactive Management
12 How Your Use of Time Talks
Accuracy Scarcity Repetition
13 Making Sure with Feedback
Types of Feedback Using Feedback Effectively
INTERACTIVE PROBLEM-SOLVING
14 Problem-Solving Together
Problem Definition Action Planning Implementation Follow-Through
15 Defining the Problem
Step 1: Establish Trust Bond Step 2: Clarify Objectives Step 3: Assess Current Situation Step 4: Identify Problems Step 5: Define and Analyze Problems Step 6: Agree on Problems to be Solved
16 Developing Action Plans
Step 1: Check the Trust Bond Step 2: Establish Decision-Making Criteria Step 3: Develop Action Alternatives Step 4: Evaluate Action Alternatives Step 5: Decide on an Action Plan
17 Implementing Action
Step 1: Check the Trust Bond Step 2: Assign Tasks and Responsibilities Step 3: Set Up an Implementation Schedule Step 4: Reinforce Commitment and Activate
18 Following Through
Step 1: Check the Trust Bond Step 2: Establish Criteria for Success Step 3: Determine How to Measure Performance Step 4: Monitor Results Step 5: Take Corrective Action
19 What Do You Do with What You've Learned?
Use the Interactive Management Problem-Solving Process to Improve Your Interactive Management Skills Index
| Price | Condition | Delivery | Seller | Action |
| $99.99 | Digital |
| WonderClub |
Amir Dembner
reviewed The New Art of Managing People: Person-to-Person Skills, Guidelines, and Techniques Every Manager Needs to Guide, Direct, and Motivate the Team on August 18, 2009
The New Art of Managing People: Person-to-Person Skills, Guidelines, and Techniques Every Manager Needs to Guide, Direct, and Motivate the Team
In their introduction, authors Hunsaker and Alessandra, set out to help readers (managers) "build the trust bond". That resonates with me. Unfortunately, I doubt that the book will achieve its purpose.
The opening paragraph should have given me the clue when it asked "Have you ever wished that you could magically know what other people are really thinking about you when you are interacting with them?" and then went on to suggest eight possible things, all of which were negative. And that set the tone for the book.
Most topics such as transactional analysis and decision making are covered adequately. However, there are some that are out of touch with modern management principles such as the dichotomy - technical vs interactive management.
I struggled with this book. In fact it has sat around for some months as I keep coming back to try and complete my reading. Admittedly, it was first published in 1986 and so, I might be a bit harsh with my criticism. However, it is still regularly listed as a "resource for new managers" and as such deserves a critique.
If you are a student looking for some background reading on management, then perhaps this book may have some use. If you are a manager looking for "how to" manage, then there are much better books that will serve your purpose.
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