The Human Touch : Personal skills for professional success by Paul, Debra; Thomas, Philippa; Cadle, James

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By Paul, Debra; Thomas, Philippa; Cadle, James

Powerful interpersonal abilities are a primary requirement in all paintings environments. This ebook presents specialist tips for IT and different pros on key abilities together with: construction rapport; staff operating; management; negotiation; written conversation; coping with clash; presentation abilities; training and mentoring; challenge solving.


robust interpersonal talents are a basic requirement in all paintings environments. This ebook presents specialist information for IT and different execs on key abilities together with: development rapport; team Read more...

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Additional resources for The Human Touch : Personal skills for professional success

Sample text

This handshake gives the giver control over the receiver by restricting their right hand. e. a high level of rapport already exists). In most business situations, therefore, it is best avoided. However, exercising caution, you can use the ‘double hander’ to your advantage in some circumstances. Next time the CEO presents you with a ‘boss’-style, palm-down thrust, respond with your hand in the palm-up position, then put your left hand over their right to form the ‘double hander’ and gently straighten the handshake.

Others value the input from all staff members and require them to take on the responsibility for decisions. Management styles can also vary considerably from country to country; German managers, for instance, are often expected to be more directive than their British counterparts. Chapter 9 ‘Commercial awareness’ discusses frameworks that explore national and organisational culture. 5 is based on the Tannenbaum and Schmidt continuum, and the manager’s actions are expanded upon below. 5 Tannenbaum and Schmidt continuum Subordinate-centered leadership Boss-centered leadership Use of authority by the manager Area of freedom for subordinates Manager Manager announces ‘sells’ decision decision Manager presents ideas and invites questions Manager presents possible decision which is subject to change Manager asks for suggestions to address problem then decides Manager defines limits and asks group to make decision Manager permits subordinates to make decision © 1973 by the President and Fellows of Harvard College Announces decision The left-hand side of the model represents the most directive management style.

Is there team spirit amongst the group? Are there opportunities to develop this? Is there fairness in dealing with the team members (particularly on the part of the team manager)? While this model represents the manager’s responsibilities, it is important for anyone working within a team to understand the three elements of the model. The responsibility for any of these areas may be shared amongst the team or delegated to individual team members. The entire team needs to accept responsibility for the team’s success, and understanding how effective teams are built is an important first step in achieving this.

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