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Managing people and problems

Author: De la Bedoyere, Quentin Publisher: Gower , 1988.Language: EnglishDescription: 214 p. ; 23 cm.ISBN: 056602697XType of document: BookBibliography/Index: Includes bibliographical references
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Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD6957 .B43 1988
(Browse shelf)
Available 000117642
Total holds: 0

Includes bibliographical references


Managing People and Problems Contents Preface Acknowledgements 1 People and problems Solving problems is the manager's job; and most problems relate to people. Why even the 'experts' are poor at solving problems. The key to good problem solving. 2 The LEGUP model Introducing an established and effective framework for solving problems face to face. 3 Why listening? The difference between poor listening and good listening. The remarkable effects of good listening. 4 Listening skills The art of listening explained and illustrated; the mind of the listener; mirror summaries; non-verbal communication. 5 Why exploration? The principles which lie behind discovering the core of the problem, and establishing who or what has to change. ix xi 1 12 26 41 54 6 Basic exploration skills 64 The fundamental skills which lie behind exploration ­ creative questions, interpretive summaries, exploring feelings, getting concreteness, testing for consequences, providing relevant information. 7 More exploration skills 85 The special skills of exploration ­ patterns, assump tions, frames of reference, inconsistencies, significant omissions, significant remarks. Series of interviews. Pencil and paper techniques. 8 Exploration ­ the synthesis A summary of exploration skills. Forming and test ing hypotheses. 9 Goal setting ­ the principles Why goal-setting is so often omitted or done inef fectively. The criteria for goal-setting which works. Goal-setting strategy. 10 Choosing goals that work Ensuring that goals are Concrete, Realistic, Obser vable and Worthwhile. The `pushmepullyou' chart. 111 119 129 11 Goals and rewards 148 The cardinal factor in human motivation. How this applies to setting goals which get accomplished. Application to problem solving. The company which rewards poor performance. 12 Underpinning 164 The assistance needed for carrying out goals. Assistance provided outside the interview. Assist ance given within the interview. Lightning lessons. 13 Pursuit 178 The importance of following up goals. The reward ing power of acknowledgement. Investigating goals. Coaching the goal strategy. Seven reasons for not completing a goal, and what to do about them. Reality and LEGUP. 14 LEGUP -- a tool for management 194 Using LEGUP for other management tasks. LEGUP and managing your boss. LEGUP and small groups. Select bibliography 213

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