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Human Relations: Interpersonal Job-Oriented Skills, 10 th edition Andrew J. DuBrin © 2009 Pearson Education, Upper Saddle River, NJ 07458. All rights reserved.

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Presentation on theme: "Human Relations: Interpersonal Job-Oriented Skills, 10 th edition Andrew J. DuBrin © 2009 Pearson Education, Upper Saddle River, NJ 07458. All rights reserved."— Presentation transcript:

1 Human Relations: Interpersonal Job-Oriented Skills, 10 th edition Andrew J. DuBrin © 2009 Pearson Education, Upper Saddle River, NJ All rights reserved CHAPTER 12 POSITIVE POLITICAL SKILLS

2 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved LINK AMONG POLITICS, POWER, AND INFLUENCE Organizational politics refers to gaining power through any means other than merit or luck. Power is the ability to control anything of value, and to influence decisions. Political Tactics Power Control and Influence

3 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved POLITICAL SKILL AND SOCIAL INTELLIGENCE Social intelligence deals with how relationships shape our brains and affect our bodies. Good relationships energize us to perform well. Bad relationships hurt our cognitive efficiency and creativity. Being arrogant impairs learning clear thinking.

4 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved IMPRESSION MANAGEMENT Impression management is a set of behaviors to enhance one’s image by drawing attention to oneself. You are urged to be yourself, not create a false image. Avoid creating a negative impression through such means as absenteeism or speaking poorly.

5 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved TACTICS OF IMPRESSION MANAGEMENT Build trust and confidence. Be visible and create a strong presence. Admit mistakes. Minimize being a yes person. Create a healthy image. You need good political skill to manage your impression well.

6 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved WHY STUDY ETIQUETTE? Points way toward refined and acceptable behavior. Using proper etiquette contributes to individual and business success. Helps you present yourself with the kind of polish that shows you can be taken seriously. Might give you competitive advantage.

7 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved KEY AREAS OF BUSINESS ETIQUETTE Etiquette for work behavior and clothing Introductions of people Relationship between men and women and people of different ages Use of wire and cell phones Dining

8 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved KEY AREAS OF BUSINESS ETIQUETTE, continued. , instant messaging, and text- by-phone correspondence Use of electronic devices other than phones Working in a cubicle Cross-cultural relations Interaction with people with disabilities

9 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved ETIQUETTE FOR WORK BEHAVIOR AND CLOTHING Work behavior includes completing work on time, punctuality, being a good team player, listening, and following through. Size up the situation for proper clothing, but remember that casual does not mean sloppy or dirty.

10 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved INTRODUCTIONS Present lower ranking person to higher ranking person. (Mention higher- ranking person’s name first.) Provide a little information about the person being introduced. Remember people’s names and pronounce them correctly. Extend right hand, shake firmly, and establish eye contact.

11 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved MEN AND WOMEN, PEOPLE OF DIFFERENT AGES Business etiquette is based on equal treatment for all. Person in lead holds door open. Man follows woman on escalator but precedes her on stairs. Treat elders with respect yet equally. Avoid touching except for handshakes.

12 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved WIRE AND CELL PHONES Answer phone by third ring. Identify your company, department, and self. Do not annoy or irritate others with your cell phone by disturbing their tranquility. Do not answer cell phone while talking to customers or your manager.

13 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved , IM, AND TEXT MESSAGES The way you send message tells something about yourself. Proofread s, limit to one screen. Extreme informality for business correspondence is poor etiquette. Managers should not intrude on workers through IM unless urgent.

14 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved CUBICLE ETIQUETTE Challenge is that your everyday work behavior can be readily observed. Speak low enough so phone conversations do not annoy others or reveal confidential information. Watch what you put on your monitor. Do not take care of personal hygiene.

15 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved POSITIVE POLITICS AND CAREER SUCCESS Impression Management and Etiquette Relationship Building Avoiding Political Blunders More Polished Professional Worker

16 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved RELATIONSHIPS WITH MANAGERS AND OTHER KEY PEOPLE 1. Network with influential people. 2. Help your manager succeed. 3. Understand unwritten boundaries. 4. Volunteer for assignments. 5. Flatter influential people sensibly. 6. Use information power (hard-to-get knowledge).

17 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved RELATIONSHIPS WITH MANAGERS AND OTHER KEY PEOPLE, continued 7. Appear cool under pressure. 8. Laugh at your manager’s humor. 9. Express constructive disagreement. Before effectively using the tactics for developing a positive relationship with a boss, some people need to overcome their inhibitions about performing well in around a superior.

18 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved IDEAS FOR NETWORKING WITH KEY PEOPLE Must gain trust and confidence of the influential people in network. Must identify who power players are. Contact people on your list periodically. Must have sensible reason to contact people in your network. Be clear and concise about your needs. Explain benefits you are offering.

19 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved RELATIONSHIPS WITH COWORKERS AND OTHER WORK ASSOCIATES 1. Maintain honest and open relationships. 2. Make others feel important. 3. Be diplomatic. 4. Exchange favors. 5. Ask advice. 6. Share constructive gossip. 7. Minimize microinequities (unintended slights). 8. Follow group norms.

20 DuBrin: Human Relations: Interpersonal Job-Oriented Skills, 10 th ed© 2009 Pearson Education, Upper Saddle River, NJ All rights reserved AVOIDING POLITICAL BLUNDERS 1. Criticizing your manager in a public forum. 2. Bypassing the manager. 3. Displaying disloyalty. 4. Being a pest. 5. Being (or perceived as) a poor team player. 6. Burning your bridges. 7. Indiscreet behavior in private life.


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