Interpersonal skills in organizations:
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Boston [u.a.]
McGraw-Hill
2012
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| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXI, 471 S. graph. Darst. |
| ISBN: | 9780078112560 0078112567 |
Internformat
MARC
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| 100 | 1 | |a De Janasz, Suzanne C. |e Verfasser |4 aut | |
| 245 | 1 | 0 | |a Interpersonal skills in organizations |c Suzanne C. de Janasz ; Karen O. Dowd ; Beth Z. Schneider |
| 250 | |a 4. ed. | ||
| 264 | 1 | |a Boston [u.a.] |b McGraw-Hill |c 2012 | |
| 300 | |a XXI, 471 S. |b graph. Darst. | ||
| 336 | |b txt |2 rdacontent | ||
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| 650 | 4 | |a Organizational behavior | |
| 650 | 4 | |a Psychology, Industrial | |
| 650 | 4 | |a Interpersonal relations | |
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| 653 | |a Zwischenmenschliche Beziehung | ||
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| 700 | 1 | |a Dowd, Karen O. |e Verfasser |4 aut | |
| 700 | 1 | |a Schneider, Beth Z. |e Verfasser |4 aut | |
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Datensatz im Suchindex
| _version_ | 1804150225779032064 |
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| adam_text | Titel: Interpersonal skills in organizations
Autor: De Janasz, Suzanne C.
Jahr: 2012
Contents
Preface xiv Summary 38
Acknowledgments xx Key Terms and Concepts 38
Introduction xxi Endnotes 38
Exercise 2-A: People Hunt 41
Exercise 2-B: Icebreakers 42
Unitl Intrapersonal Effectiveness: Exercise 2-C: Fishbowl 43
Understanding Yourself Exercise 2-D: Johari Window Questionnaire 43
Exercise 2-E: Circle of Friends 46
Chapter 1 Journey into Self-awareness 4 Exercise 2-F: Trust-building Activities 48
Exercise 2-G: Ideal Cards: A Self-disclosure
What Is Self-awareness? 5 Activity 48
Why Is Self-awareness Important? 5 Exercise 2-H: Self-disclosure
Lack of Self-awareness 6 Poker 49
Strategies for Gaining Self-awareness 7 Exerdse 2_T. Disclosure and Trust
Self-analysis 7 in Acdon 5Q
Behavior 7 Exercise 2-1: Reflection/Action Plan 50
Personality 8
Self-Monitoring 9
Attitudes 10 Chapter 3 Establishing Goals
Perceptions 10 Consistent with Your Values and Ethics 51
Others Perceptions 13 What Is Goal Setting? 52
Self-disclosure 14 Why Is Goal Setting Important? 52
Summary 14 Key Behaviors for Effective Goal Setting 53
Clarifying Values 54
Key Terms and Concepts 14
Writing Ertective Goals 55
Endnotes 15
Overcoming Obstacles 56
Exercise 1-A: Journal Writing 17 What Are Ethics? 57
Exercise 1-B: The Big Five Locator
Questionnaire 18
Exercise 1-C: Self-monitoring Questionnaire 22
Why Are Ethics Important? 57
Ethical Strategies 58
Individual Ethics 58
Exercise 1-D: Selective Perception 23
Kohlberg s Moral Maturity 58
Exercise 1-E: The Social Mirror 24
Organizational Ethics 59
Ethical Decision Making 59
Exercise 1-F: Expanding Self-awareness 25
Exercise 1-G: Interpersonal Skills Checklist 26
Exercise 1-H: Reflection/Action Plan 27 Benefits of Ethical Decision Makmg 60
Ethical Decision-Making Strategies 61
Ethics-enhancing Tools 62
Chapter 2 Self-disclosure and Trust 28 6
Summary 63
What Is Self-disclosure? 29 Key Terms and Concepts 63
Why Is Self-disclosure Important? 29 Endnotes 63
Strategies for Self-disclosure 30 Exercise 3-A: Values Inventory 66
Concerns about Self-disclosure 31 Exercise 3-B: This Is Your Life 67
The Role of Self-disclosure in Increasing Exercise 3-C: Your Personal Mission Statement 68
Self-awareness 33 Exercise 3-D: Personal Goal Setting 69
What Is Trust? 35 Exercise 3-E: Ethical Stance 70
Why Is Trust Important? 35 Exercise 3-F: The Gold Watch 71
Concerns About Building Trust 35 Exercise 3-G: Evaluating Goals and Ethics 72
Strategies for Building Trust 36 Exercise 3-H: Company Description 73
Organizational Trust-builders 37 Exercise 3-1: Your Retirement Party 74
A Note of Caution 38 Exercise 3-J: Life Goals 75
Exercise 3-K: Career Assets 76 Nonverbal Communication 112
Exercise 3-L: Reflection/Action Plan 77 Cross-cultural Differences 113
Strategies for Addressing Cross-cultural Issues 114
Chapter 4 Self-management 78 For Individuals 114
What Is Self-management? 79
Benefits of Self-management/EQ 79
Improved Workplace Performance 80
Strategies for Increasing EQ 81
What Are Time and Stress Management? 81
Time Management 82
Stress Management 82
Why Is Management of Our Time and Our Response
to Stress Important? 83
Strategies for Time and Stress Management 84
Time Management Strategies 84
Stress Management Issues 86
Types of Stress 86
Responses to Stress 87
Organizational Responses to Stress 87
Strategies for Managing Stress 88
Overcoming Fear of Failure 90
Summary 91
Key Terms and Concepts 92
Endnotes 92
Exercise 4-A: Emotional Intelligence Test 94
Exercise 4-B: Personal Time Management 95
Exercise 4-C: Life Stress Test 97 What Is Listening? 127
Exercise 4-D: Project/Task/Life Planning 98 Why Is Active Listening Important? 128
Exercise 4-E: Interviews with Three Business Active Listening and Organizations 129
Professionals (Out-of-Classroom Barriers to Effective Listening 130
Activity) 100 Characteristics of Active Listening 132
Exercise 4-F: Book Review 100 Nonverbal Communication 132
Exercise 4-G: Action Plan 100 Summary 135
Exercise 4-H: Reflection/Action Plan 101 Key Terms and Concepts 135
For Companies and Organizations 114
Managing Organizational Diversity 114
Successful Strategies for Managing
Organizational Diversity
Effectively 115
Summary 115
Key Terms and Concepts 115
Endnotes 116
Exercise 5-A: Personal Stereotypes 118
Exercise 5-B: Personal Biases and Stereotypes in
Employee Recruitment 119
Exercise 5-C: Cross-cultural Communication
Simulation 119
Exercise 5-D: Diversity Squares 121
Exercise 5-E: Gender Stereotypes 122
Exercise 5-F: Diversity Awareness 123
Exercise 5-G: Dimensions of Diversity 124
Exercise 5-H: Empowering Others 125
Exercise 5-1: Reflection/Action Plan 125
Chapter 6 The Importance and
Skill of Listening 126
Unit 2 Interpersonal Effectiveness:
Understanding and Working with Others
Endnotes 135
Exercise 6-A: Listening via the Rumor Mill 136
Exercise 6-B: Active Listening 136
Exercise 6-C: Tools of Active Listening 138
Exercise 6-D: Improving Nonverbal Observation
Chapter 5 Understanding and Working with Diverse Skills 140
Others 104 Exercise 6-E: Nonverbal Role-Play 140
Exercise 6-F: Reflection/Action Plan 141
Chapter 7 Communicating Effectively 142
What Is Diversity? 105
Why Is Diversity Important? 106
Diversity Strategies 107
How to Gain Awareness 109 What Is Communication? 143
Reducing Your Prejudices and Use of The Communication Channel 143
Stereotypes 109 Effective Media Selection 144
Minimizing Miscommunication with Information Richness and Media
Diverse Others 109 Selection 146
Building Relationships with Diverse Barriers to Communication 147
Others 109 Information Overload 147
Barriers to Accepting Diversity 110 Trust and Credibility 148
Gender Differences 110 Time 148
Cross-cultural Diversity 112 Filtering 149
Semantics and Connotations 112 Emotions 149
Social Conventions 112 Message Congruency 149
Assertive Communication 150 Benefits of Honing Negotiation Skills 186
How to Communicate Assertively 151 Integrative and Distributive Bargaining
Taking Responsibility and I Messages 151 Strategies 187
Sending Messages Effectively 152 Five Stages of Negotiating 189
Summary 153 Strategies for Negotiating Effectively 192
Key Terms and Concepts 153 Scripting 192
Endnotes 153 Framing 193
Exercise 7-A: Completing the Channel-Two-way Managing 194
Communication 154 Additional Tips for Effective Negotiating 196
Exercise 7-B: The Assertion Inventory 155 Integrity and Ethics in Negotiation 198
Exercise 7-C: Communication Styles 157 Special Situations in Negotiations 199
Exercise 7-D: Taking Responsibility 158 Third-Party Negotiations 200
Exercise 7-E: Aristotle 159 Multiparty and Team-Based Negotiations 201
Exercise 7-F: Reflection/Action Plan 159 Virtual Negotiations 201
Global Negotiations 202
Chapter 8 Persuading Individuals and Summary 204
Audiences 161 Key Terms and Concepts 204
What Is Persuasion ? 162
Why Persuasion Is Important 162
Overview of Theories of Persuasion 163
Endnotes 205
Exercise 9-A: A Trip Down Memory Lane 207
Exercise 9-B: Case Study-Keeping Up
Appearances 208
The Persuasion Process 164
Exercise 9-C: Thawing the Salary Freeze (Video
Understand Others Motivations and Needs 165
Exercise 9-D: The Car Swap 210
Exercise 9-E: Negotiation Role-Play 211
Engage in Joint Problem Solving 167 Exercise 9-F: Negotiation Scripts 212
Support Preferred Outcome with Logic and
Exercise 9-G: Negotiating a Home Purchase 212
Reasoning 167
Establish Credibility 165
Frame for Common Ground 167
Exercise 9-H: Negotiating a Raise 212
Exercise 9-1: Going Across the Pond 213
Exercise 9-J: Reflection/Action Plan 213
Reinforce with an Appeal to Emotions and Basic
Instincts 168
A Word of Caution 170
Making Effective Presentations 171
Summary 173 Chapter 10 Building Teams and
Key Terms and Concepts 173 Work Groups 215
Endnotes 174
Exercise 8-A: Creating Consonance out of
Dissonance 175 Types of Teams 217
Exercise 8-B: Online Assessment: What is Your
Influence Quotient? 175
Exercise 8-C: Debate Persuasions 176
Exercise 8-D: Persuasive PSA 176 Process Improvement Teams 218
What Is Teamwork? 216
; of Teams 217
Cross-functional Teams 217
Self-managed Tea
Task Force 218
Process Improven
Virtual Teams 219
Teams? 219
Potential Limitations of Teams 221
Exercise 8-E: I Deserve a Raise Role-Play 177
Exercise 8-F: Back to the Future 177 Why Teams 219
Exercise 8-G: Applying the Six Persuasion Steps to
Your Own Situation 178 Team Developmental Stages 223
Exercise 8-H: Understanding the Power of Leveraging Stage 0ne-Formmg 223
Basic Instincts 179 Stage Two-Storming 223
Exercise 8-1: Applying the ACE Theory 179 Stage Three-Norming 224
Exercise 8-J: Reflection/Action Plan 181 Stage Four-Performing 224
Stage Five-Adjourning 224
Characteristics of High-Performance Teams 225
Unit 3 Understanding and Tips for Effective Teams 227
Working in Teams Lessons Learned from the Trenches 229
Summary 231
Chapter 9 Negotiation
184 Key Terms and Concepts 231
Endnotes 231
What Is Negotiation and Why Is It Important? 185 Exercise 10-A: Bridge Building 234
Why Do We Negotiate? 185 Exercise 10-B: The Story: A Team Exercise 234
Exercise 10-C: Map It Team Competition 235 Strategies for Effective Meetings 265
Exercise 10-D: Preventing and Resolving Before the Meeting 265
Self-Limiting Behaviors on Teams 235 Clarify the Purpose of the Meeting 265
Exercise 10-E: Case Study on Gaining Appropriate Choose the Type of Communication
Membership on Teams 236 Mechanism for the Meeting 266
Exercise 10-F: WebSolutions 236 Decide Who Should Participate in the
Exercise 10-G: Reflection/Action Plan 239 Meeting 268
Develop a Plan for the Meeting 269
Chapter 11 Managing Conflict 240 During the Meeting 270
Pay Attention to Process 271
What Is Conflict? 241
Why Is Conflict Management Important? 242
Sources of Interpersonal Conflict 244
Limited Resources 244
Differences in Goals and Objectives 244
Miscommunication 245
Differing Attitudes, Values, and Perceptions 245
Style Differences 246
Conflict Management Strategies 246
Organizational and Interpersonal Techniques for
Chapter 13 Facilitating Team Success 282
After the Meeting and between Meetings 273
Summary 276
Key Terms and Concepts 276
Endnotes 276
Exercise 12-A: Committee Meeting 278
Exercise 12-B: Why Am I Here? 278
Exercise 12-C: Planning a Work Team Meeting 279
Exercise 12-D: An Agenda for a Team Meeting 279
Exercise 12-E: Case Study: What About Bob? 280
Exercise 12-F: Plan and Have a Meeting 280
Preventing Conflict 250
Exercise 12-G: Reflection/ Action Plan 281
Organizational Strategies/Techniques 250
Creating/Maintaining a Culture of
Openness 250
Involving Employees in Decisions That What Is Facilitation? 283
Affect Them 251 Why Is Facilitation Important? 283
Ensuring Alignment of Organizational What Facilitators Do 284
Systems 251 Facilitator Skills and Behaviors 285
Offering Team Training and Team Key Facilitative Preventions 288
Building 251 Key Facilitative Interventions 288
Providing Diversity Training 252 Identifying and Dealing with Problem People 294
Offering Conflict Management and Facilitation Tips 296
Negotiation Training 252 Some Barriers or Limitations to Facilitation 296
Individual Strategies/Techniques 253 Summary 297
Communication 253 Key Terms and Concepts 297
Managing Others Expectations 253 Endnotes 297
Focusing on Others First 254 Exercise 13-A: Case Study: Dealing with Team
Summary 254 Conflict 298
Key Terms and Concepts 254 Exercise 13-B: Video Case: Twelve Angry Men 299
Endnotes 254 Exercise 13-C: Alternative Exercise for Twelve Angry
Exercise 11-A: Conflict in Team Projects: Two Case Men 300
Studies 256 Exercise 13-D: Intervention Presentation 301
Exercise 11-B: Who Is Responsible? A Conflict Exercise 13-E: Facilitation Self-assessment 301
Exercise 256 Exercise 13-F: Observing Group Process 302
Exercise 11-C: Conflict in the Workplace: Two Case Exercise 13-G: Reflection/Action Plan 304
Studies 257
Exercise 11-D: Conflict with Consumers 258 Chapter 14 Making Decisions and Solving Problems
Exercise 11-E: Conflict Role-Plays 258 Creatively 305
Exercise 11-F: Conflict Assessment 259
Exercise 11-G: Humpty Dumpty s Spaceship
Challenge 259
Exercise 11-H: Reflection/Action Plan 260
What Is Decision Making? 306
Why Is Decision Making Important? 306
A Decision-Making Process 307
Step One-Identify the Core Issues 307
Step Two-Determine a Decision-Making
Approach 307
Step Three-Generate Options 308
The Importance and Benefits of Meetings 262 Step Four-Research Options 308
Problems with Meetings 263 Step Five-Evaluate Options 308
Chapter 12 Achieving Business Results through
Effective Meetings 261
Step Six-Reach a Decision 308 Key Terms and Concepts 341
Step Seven-Implement and Monitor the Endnotes 341
Decision 309 Exercise 15-A: Assessing Your Views of Power 343
What Kind of Decision Maker Are You? 309 Exercise 15-B: Power and Its Consequences 344
Collaborative Decision Making 310 Exercise 15-C: Recognizing Effective and Ineffective
What Is Problem Solving? 311 Political Behavior 344
Why Is Problem Solving Important? 312 Exercise 15-D: Politicking-What s My Angle? 345
Problem-Solving Techniques 312 Exercise 15-E: Powers of Observation 346
Brainstorming 312 Exercise 15-F: Reflection/Action Plan 346
Using Affinitizing to Synthesize Brainstormed
Ideas 313 Chapter 16 Networking and Mentoring 348
Building Consensus through Multivoting 314 What Is Networking? 350
What Is Creativity and Why The Importance and Uses
Is It Important? 314 of Networking 350
Strategies for Increasing Creativity in Problem Networking within an Organization 350
Solving 315 Networking to Find a Job or Change
Some Methods for Generating Novel
Ideas 316 Other Uses of Networking 352
Management s Role in Supporting and Developing an Appropnate Mindset
Stimulating Creativity 317 for Networking 353
Strategies for Increasing Individual
Barners to Networking 354
Strategies for Building
an Effective Network 355
Key Terms and Concepts 320
Endnotes 320
Exercise 14-A: Decision-Making Matrix 322
Before, During, and After
a Networking Meeting 357
What Is Mentoring? 357
Exercise 14-B: Weighted Average Decision The Importance of Mentonng 359
Making 323
Benefits of Mentoring 360
Qualities of an
Effective Mentor 361
Types of Mentoring Relationships 361
Exercise 14-C: Brainstorming-A Warm-up 324
Exercise 14-D: Collaborative Problem
Solving 324
Exercise 14-E: Corporate Crime: A Problem-Solving
Exercise 325 Four Stages of Mentoring
Exercise 14-F: What s Old is New 325 Relationsh;Ps 362
Exercise 14-G: Sensing Creativity 326 Limitations of Mentonng 363
Exercise 14-H: Reflection/Action Plan 326 Nummary 365
Key Terms and Concepts 365
Endnotes 366
Exercise 16-A: Your Personal Network 369
Unit 4 Leading Individuals and Groups Exercise 16-B: Networking Scorecard 370
Exercise 16-C: Networking Scenarios 371
Exercise 16-D: It s a Small World 372
Chapter 15 Power and Politicking 330 Exercise 16-E: The 30-Second Commercial 372
What Is Power and Why Is It Important? 331 Exercise 16~F: Tt s Not What You Know • ¦ • Il s Who
Position or Formal Power 331 You Know: A Hands-on Networking Exercise 373
Person or Informal Power 332 Exercise 16-G: Online Mentoring 373
What Is Politicking and Why Is It Important? 333 Exercise 16-H: On Becoming a Master
Engaging in Politics: Considerations 334 Mentor ... 374
Analyzing Yourself 334 Exercise 16-1: Reflection/Action Plan 375
Reading Others 335
Assessing the Organization 336 Chapter 17 Coaching and Providing Feedback for
Choosing Wisely 336 Improved Performance 376
Managing Impressions 337 What Is Coaching? 377
Managing Information 338 The Importance and Benefits of Coaching 378
Ethical Issues in Politicking 339 Skills and Characteristics of Effective
Keeping Organizational Politics in Check 340 Coaches 379
Summary 340 Effective Coaching Behaviors 380
Counseling 381 Self-empowerment 421
Helping Others Set Goals 382 Empowerment through Effective Delegation 422
What Is Feedback? 384 Benefits of Delegation 422
Why Giving Job Feedback Is So Challenges in Delegating 423
Important in Organizations 384 Activities Included in Delegation 423
Why Feedback Is Important A Process for Effective Delegation 424
for Individuals 385 Summary 425
Sources of Feedback 386 Key Terms and Concepts 425
Others 386 Endnotes 425
The Task Itself 386 Exercise 18-A: Do You Know an
Self 386 Effective Leader? 428
Characteristics of Effective Feedback 387 Exercise 18-B: What Is Your Self-leadership Quotient
Specific 387 (SLQ)? 429
Nonpersonal 387 Exercise 18-C: It s Plane to Me 430
Work related 388 Exercise 18-D: Case Study: Am I the
Documentable 388 Manager? 430
Descriptive 388 Exercise 18-E: Empowerment In-Basket Simulation
Nonprescriptive 388 and Self-assessment 431
Timely 388 Exercise 18-F: Delegating Tasks 432
Frequent 388 Exercise 18-G: In Their Own Words ... 433
Purposeful 388 Exercise 18-H: Reflection/Action Plan 433
Constructive and balanced 388
In the Appropriate Setting 388 Chapter 19 Project Management 435
Interactive 389 What Is Project Management? 436
Challenges in Providing Feedback 389 Why Project Management? 436
Tips for Preparing and Leading a Feedback Session 389 Benefits of Project Management 437
Tips for Receiving Feedback 391 Managing the Project 439
Asking for Feedback 392 Eight Steps to Managing Projects 440
Summary 393 Step One-Define Project Objectives and
Key Terms and Concepts 393 Scope 440
Endnotes 393 Step jwo-Determine Project Participants and
Exercise 17-A: Coaching Clinic 395 Stakeholders 442
Exercise 17-B: I Need a Coach 396 Step Three-Develop a Time Line or Work
Exercise 17-C: Coach Me Through It 396 442
Exercise 17-D: Helping Others Set Goals-Modeling Step Four-Establish Checkpoints and
Exercise 397 Control Mechanisms 444
Exercise 17-E: Giving Positive Feedback 398 Step Five-Identify and Obtain Necessary
Exercise 17-F: Peer Feedback 398 Resources 445
Exercise 17-G: Practicing Giving Performance Step six-Determine How Project Results Will
Feedback 405 Be Measured 445
Exercise 17-H: Giving Self-feedback 406 Step Seven-Set Up an Ongoing Communica-
Exercise 17-1: Reflection/Action Plan 407 System 446
Step Eight-Debrief and Evaluate the Process
Chapter 18 Leading and Empowering Self and and Results at Project End 447
Others 408 Project Management Tools 447
Summary 450
What Is Leadership? 409 Key Terms and Concepts 450
Characteristics of Endnotes 450
Effective Leaders 410 Exercise 19-A: Team Project Worksheet 453
Leaders versus Managers 412 Exercise 19-B: Personal Project Time Line 455
Self-leadership 412 Exercise 19-C: Ace the Project 455
What Is Empowerment? 413 Exercise 19-D: R D Project Planning 456
Why Is Empowerment Important? 413 Exercise 19-E: Product Recall 456
Benefits of Empowerment 415 Exercise 19-F: Tools of Project Management 457
Disadvantages or Costs of Empowerment 416 Exercise 19-G: Reflection/Action Plan 458
To Empower or Not to Empower? 417
Implementing Empowerment 419 Index 459
|
| any_adam_object | 1 |
| author | De Janasz, Suzanne C. Dowd, Karen O. Schneider, Beth Z. |
| author_facet | De Janasz, Suzanne C. Dowd, Karen O. Schneider, Beth Z. |
| author_role | aut aut aut |
| author_sort | De Janasz, Suzanne C. |
| author_variant | j s c d jsc jscd k o d ko kod b z s bz bzs |
| building | Verbundindex |
| bvnumber | BV040928028 |
| classification_rvk | QP 342 |
| ctrlnum | (OCoLC)844048056 (DE-599)HBZHT016827021 |
| discipline | Wirtschaftswissenschaften |
| edition | 4. ed. |
| format | Book |
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| id | DE-604.BV040928028 |
| illustrated | Illustrated |
| indexdate | 2024-07-10T00:35:33Z |
| institution | BVB |
| isbn | 9780078112560 0078112567 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-025907019 |
| oclc_num | 844048056 |
| open_access_boolean | |
| owner | DE-1043 |
| owner_facet | DE-1043 |
| physical | XXI, 471 S. graph. Darst. |
| publishDate | 2012 |
| publishDateSearch | 2012 |
| publishDateSort | 2012 |
| publisher | McGraw-Hill |
| record_format | marc |
| spelling | De Janasz, Suzanne C. Verfasser aut Interpersonal skills in organizations Suzanne C. de Janasz ; Karen O. Dowd ; Beth Z. Schneider 4. ed. Boston [u.a.] McGraw-Hill 2012 XXI, 471 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organizational behavior Psychology, Industrial Interpersonal relations Organisationsverhalten (DE-588)4285859-8 gnd rswk-swf Zwischenmenschliche Beziehung (DE-588)4079583-4 gnd rswk-swf Organisationsverhalten Zwischenmenschliche Beziehung Organisationspsychologie Organisationsverhalten (DE-588)4285859-8 s Zwischenmenschliche Beziehung (DE-588)4079583-4 s DE-604 Dowd, Karen O. Verfasser aut Schneider, Beth Z. Verfasser aut HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025907019&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | De Janasz, Suzanne C. Dowd, Karen O. Schneider, Beth Z. Interpersonal skills in organizations Organizational behavior Psychology, Industrial Interpersonal relations Organisationsverhalten (DE-588)4285859-8 gnd Zwischenmenschliche Beziehung (DE-588)4079583-4 gnd |
| subject_GND | (DE-588)4285859-8 (DE-588)4079583-4 |
| title | Interpersonal skills in organizations |
| title_auth | Interpersonal skills in organizations |
| title_exact_search | Interpersonal skills in organizations |
| title_full | Interpersonal skills in organizations Suzanne C. de Janasz ; Karen O. Dowd ; Beth Z. Schneider |
| title_fullStr | Interpersonal skills in organizations Suzanne C. de Janasz ; Karen O. Dowd ; Beth Z. Schneider |
| title_full_unstemmed | Interpersonal skills in organizations Suzanne C. de Janasz ; Karen O. Dowd ; Beth Z. Schneider |
| title_short | Interpersonal skills in organizations |
| title_sort | interpersonal skills in organizations |
| topic | Organizational behavior Psychology, Industrial Interpersonal relations Organisationsverhalten (DE-588)4285859-8 gnd Zwischenmenschliche Beziehung (DE-588)4079583-4 gnd |
| topic_facet | Organizational behavior Psychology, Industrial Interpersonal relations Organisationsverhalten Zwischenmenschliche Beziehung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=025907019&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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