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 The idea that some people are natural leaders and that others will never learn to show good leadership is now outdated. It has been replaced by the conviction that leadership and communication skills can be learnt.
Providing a thorough introduction to skilled interpersonal communication, Communication in Organizations consists of three parts. Part I introduces basic communication skills, and makes a distinction between regulating skills, listening skills and sender skills. Part II considers a number of different dialogues: the interview used to gather information, the selection interview, the employment interview, the performance evaluation interview, the personal problems interview, handling complaints, breaking bad news, and the sales interview. Part III is dedicated to conversations in more complex group situations, discussing decision making, conflict management, negotiations and giving presentations.
Practical examples and concrete conversations are used to give students and professionals straight-forward advice on key leadership skills, including motivating people, delegating tasks, leading meetings and overseeing projects. This book will appeal to undergraduate and postgraduate students of psychology as well as those studying business, economics, and the hospitality industry.
Introduction -- Basic communication skills -- Regulating skills -- Introduction -- Opening the conversation, setting goals -- Goal evaluation -- Closing the conversation -- Listening skills -- Introduction -- Non-selective listening skills, minimal encouragers -- Selective listening skills -- Sender skills -- Introduction -- Sender skills - initiative -- Sender skills - reactive -- Dialogues -- Interviewing -- Introduction -- Preparation of the semi-structured interview -- Holding semi-structured interviews -- The selection interview -- Introduction -- Goals -- Method -- Basic attitude -- Skills in the different phases of the interview -- The job-application interview -- Introduction -- Preparation -- Skills in the job-application interview -- The performance evaluation interview -- Introduction -- The performance evaluation interview within the framework of personnel management -- Goals and conditions -- Preparation -- Roles -- Errors in judgement -- The performance evaluation interview model -- The personal problems interview -- Introduction -- Diagnosis-prescription model versus cooperation model -- A dialogue model with communication skills -- Handling complaints -- Introduction -- Listening to the complaint -- Showing understanding -- Finding out the practical aspects of the complaint -- Finding a solution -- Coming to an agreement -- Breaking bad news -- Introduction -- Situations -- Phase 1: Delivering bad news immediately -- Phase 2: How to deal with reactions -- Phase 3: Looking for solutions -- The sales interview -- Introduction -- Preparation -- Structure -- Communication skills -- Group conversations -- Decision-making -- Introduction -- Phases in the decision-making process -- Pitfalls -- Techniques to develop strategies -- Leading meetings -- Introduction -- Goal -- Roles -- Task-oriented and people-oriented behaviour -- Tasks -- Structure -- Conflict management -- Introduction -- Characteristics of conflict situations -- Conflict management behaviour -- Behaviour that evokes conflict -- Conflict management conversation -- Mediation: conflict management with the help of a mediator -- A model for conflict management -- Negotiating -- Introduction -- Negotiator's behaviour -- Negotiation space -- Negotiation situations -- Negotiating skills -- Model for a negotiation conversation -- Giving presentations -- Introduction -- Preparation -- Giving the presentation -- Dealing with reactions -- Exercises.