The New Art of Managing People: Person-to-Person Skills, Guidelines, and Techniques Every Manager Needs to Guide, Direct, and Motivate the Team » (Revised)

Tony Alessandra has a streetwise, college-smart perspective on business, having realized success as a former graduate professor of marketing, Internet entrepreneur, business author, and keynote speaker. He is the author of seventeen books, including Charisma and The Platinum Rule.

Phil Hunsaker is a researcher, teacher, author, and consultant in the areas of personal, interpersonal, team, and organizational effectiveness. He has authored more than 100 articles and eleven books, including Management and Organizational Behavior and Training in Interpersonal Skills.

When a manager establishes a friendly yet productive working atmosphere, the benefits to the whole organization are substantial. The Art of Managing People provides practical strategies, guidelines and techniques for

* Developing the interpersonal skills necessary to improve relations with employees

* Understanding the differences between people, and behaving accordingly

* Assessing, and then improving, current working situations

* Creating trust between managers and employees.

Person-to-person skills are the key to developing an effective team of satisfied, energetic workers. Letting your workers express their own personalities and maximize their potentials will

* Reduce stress within the work force,

* Create a positive spirit throughout the company, and

* Increase the organization's productivity and profitability.

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