The goal of this book is to provide current and prospective managers with the personal, interpersonal, and group skills necessary to reduce the gap between good ideas and accepted practice. Managers can hire content knowledge, but they cannot hire stand-ins to represent them in critical staff meetings, conversations with angry customers, scheduling discussions with their secretaries, counseling sessions with troubled employees, or performance evaluations. Skillful performance in these settings has been documented by literally dozens of studies (see the Introduction that immediately follows this Preface) as the essential and indispensable foundation of effective management practice.
Part I Personal Skills
Part II Interpersonal Skills
Part III Group Skills
Part IV Specific Communication Skills