You are previewing Your Attitude Is Showing: A Primer of Human Relations, Tenth Edition.
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Your Attitude Is Showing: A Primer of Human Relations, Tenth Edition

Book Description

This small gem is celebrating over 25 years of positive teaching impact! Millions all over the world have benefited from this wisdom.

  • Easy training to digest and assess

  • Core skills universal to all businesses

  • Non-threatening approach guarantees reader acceptance

  • Table of Contents

    1. Copyright
    2. Preface
    3. About the Authors
    4. Introduction
    5. Understanding Yourself
      1. You Can’t Escape Human Relations
        1. Human Relations Basics
        2. Positive Attitudes Appreciated
        3. Attitudes Travel
        4. Productivity Outcomes
        5. Sensitivity Factors
        6. Human Relations Responsibility
        7. Team Management
        8. Work Contribution
        9. The Power of Human Relations
        10. Case 1 Reality
      2. Human Relations Can Make or Break You
        1. How Significant Is Attitude During the Job-Interview Process?
        2. Will Learning More about Human Relations Give Me More Self-Confidence When Meeting People for the First Time?
        3. Is a Quiet Person Handicapped When It Comes to Human Relations?
        4. Can Good Human Relations Help One Overcome the Handicap of Inexperience?
        5. Why Is It That Some Sophisticated Capable Employees—Even Managers—Seem to Ignore Good Human Relations?
        6. Can One Become Competent in Human Relations the Same Way One Can Become Competent as a Computer Operator, Mechanic, or Technician?
        7. Will Paying More Attention to Human Relations Give One a Brighter Future?
        8. Why Is Human Relations More Important Today Than It Was Thirty or Forty Years Ago?
        9. Is Human Relations as Important in Small Organizations as It Is in Large Ones?
        10. Will Becoming Competent in Human Relations Help One Become a Better Supervisor or Team Leader?
        11. Are Extroverted People Automatically Good at Human Relations?
        12. Why Are Some People So Obviously Awkward at Human Relations?
        13. Does High Academic Performance Guarantee High Performance on the Job?
        14. Is There a Relationship between Attitude and Learning?
        15. Must One Change One’s Personality to Become Better at Human Relations?
        16. What Is the Connection between Attitude and Personality?
        17. What Is Charisma?
        18. Do Some People Needlessly Carry Around a Poor Image?
        19. Will This Book Really Help Me Become Human Relations Competent?
        20. Case 2 Adjustment
      3. Hold On to Your Positive Attitude
        1. Three Faces of Communication
        2. Your Attitude Is Showing
        3. What You See in Life Influences Your Attitude
        4. The Moment You Can No Longer Be Positive about Your Career with Your Company, Your Chances for Success Diminish
        5. Build a More Positive Attitude in One Environment and You Will Be More Successful in Another
        6. Talk about Positive Things
        7. Look For the Good Things in the People with Whom You Work, Especially Your Supervisors
        8. Look For the Good Things in Your Organization
        9. Avoid Financial Problems through Planning and Discipline
        10. Don’t Permit a Fellow Worker—Even a Supervisor—Who Has a Negative Attitude to Trap You into His (or Her) Way of Thinking
        11. Make Frequent Self-Assessments
        12. Serendipity
        13. Case 3 Credit Blues
      4. When People Step on Your Attitude
        1. Take Immediate Action
        2. Place a Higher Value on Your Positive Attitude
        3. Learn to See Both Sides of Situations
        4. Protect Yourself So It Won’t Happen Twice
        5. Avoid Putting Other People Down
        6. Case 4 Bounce Back
    6. Relationships with Others
      1. Vertical and Horizontal Working Relationships
        1. A Relationship Is a “Feeling Thing” That Exists between Two People Who Associate with Each Other
        2. You Cannot Consistently Work with or Near People or Communicate with Them Frequently without Having Working Relationships with Them
        3. Each Relationship You Have Has Its Own Characteristics
        4. You Will Rarely Build a Strong, Warm, or Healthy Relationship with Two Persons in the Same Way
        5. Building a Vertical Working Relationship Is a Critical Element of Your Job
        6. The Lifeblood of a Good Relationship Is Free and Open Communication
        7. Building a Strong Horizontal Working Relationship Is Another Critical Element of Your Job
        8. Building Good Broad-Based Relationships with as Many People as Possible Should Be a General Goal for You
        9. Case 5 Decision
      2. Productivity—A Closer Look
        1. Measuring Productivity
        2. Individual Productivity Potentials
        3. Group Productivity Potentials
        4. Closing Productivity Potential Gaps
        5. Case 6 Message
      3. The Winning Combination
        1. Happy Employees Are Usually High Producers
        2. Essential Work Skills
        3. The Person Management Is Looking for Is
        4. Productivity Ultimately Involves the Quality of Service Provided to Customers
        5. Total Quality
        6. A Winning Equation
        7. Case 7 Insight
      4. Your Most Important Working Relationship
        1. The Supervisor’s Role
        2. Working Climates
        3. Supervisory Styles
        4. Case 8 Choice
      5. Understanding the Nature of Relationships
        1. Mutual Reward Theory
        2. Value Conflicts
        3. Ethnic Implications
        4. Sexual Overtones and Harassment
        5. Age Differences
        6. Irritation Threshold
        7. Case 9 Currency
    7. Maximizing Your Relationships
      1. Success as a Team Player
        1. Team Membership Essentials
        2. Membership on a Diverse Team
        3. Team Attitude Factors
        4. Case 10 Controversy
      2. Stress Management: Releasing Your Frustrations Harmlessly
        1. Frustration
        2. Aggression
        3. Releasing Tension
        4. Avoid Self-Victimizing
        5. The Hypothesis in Practice
        6. Corporate Aggression
        7. Stress Anecdote
        8. Case 11 Frustration
      3. Restoring Injured Relationships
        1. Make Repairs Quickly
        2. Basic Repair Principles
        3. Relationship Rebuilding Strategies
        4. Risk Factors
        5. Case 12 Restoration
      4. Attitudes Among Culturally Diverse Co-Workers
        1. Your Cultural Comfort Zone
        2. Attitude Adjustment
        3. Mutual Understanding
        4. Cultivate Cultural Contributions
        5. Case 13 Communication
    8. Building Your Career
      1. Succeeding in a New Job or Assignment
        1. Tip 1: Balance Home and Career
        2. Tip 2: Use a Calendar Notebook to Help You Get Organized
        3. Tip 3: Ask Questions, but Learn to Ask the Right Ones
        4. Tip 4: Use Good Judgment in Working Extra Hours and Taking Your Breaks
        5. Tip 5: Don’t Flaunt Your Education or Previous Experience
        6. Tip 6: Make Friends, but Don’t Make Close Friends Too Soon
        7. Tip 7: Look Energetic, but Don’t Be an Eager Beaver
        8. Tip 8: Different Organizations Have Different Personal Appearance and Grooming Standards
        9. Tip 9: Read Your Employee Handbook and Other Materials Carefully
        10. Tip 10: Send Out Positive Verbal and Nonverbal Signals
        11. Case 14 Nonprofessional
      2. Initiation Rites—Coping with Teasing and Testing
        1. Acceptance in Your New Environment
        2. Teasing
        3. Testing
        4. Organizational Testing
        5. Personal Testing
        6. Addressing Negative Testing
        7. Case 15 Confrontation
      3. Absenteeism and Human Relations
        1. Absenteeism Policy
        2. Need for a Policy
        3. Employee Challenges
        4. Attendance Record Tips
        5. Case 16 Balance
      4. Six Common Human-Relations Mistakes
        1. Failure to Listen
        2. Tips for Listening
        3. Underestimating Others
        4. Failure to Report or Admit Mistakes to Management
        5. Failure to Provide Your Own Motivation
        6. Permitting Others to Turn You into a Victim
        7. Falling Prey To Negative Drift
        8. Case 17 Motivation
      5. Business Ethics, Rumors, and the Confidence Triangle
        1. Rumors
        2. Rumor Mills and Grapevines
        3. Management’s Position
        4. Employee’s Position
        5. Personal and Nonpersonal Rumors
        6. Confidence Triangle
        7. Case 18 Dilemma
    9. Success at Expanding Your Assets
      1. Goal Setting and Attitude
        1. Set Realistic Goals
        2. Reward Yourself
        3. Balance Your Goals
        4. Case 19 Conflict
      2. Two Routes to the Top
        1. Promotion from Within
        2. Pros and Cons of PFW
        3. Zigzag Approach
        4. Career Planning Factors
        5. Working Environments
        6. Plan B
        7. Case 20 Preference
      3. Keeping a Positive Attitude Through Plateau Periods and Reorganizations
        1. Learning Patience
        2. Why Plateaus?
        3. Coping with Plateaus
        4. Reducing Plateau Periods
        5. Plateau-Related Action Steps
        6. Case 21 Change
      4. When You Are Tempted to Scramble
        1. The Decision to Scramble
        2. Why Resign?
        3. Resigning with Dignity
        4. Protect Your Positive Attitude
        5. Case 22 Interview
      5. Attitude Renewal
        1. Attitudinal Rejuvenation
        2. Attitude and Stress
        3. Adjustment 1: Employ the Flip-Side Technique
        4. Adjustment 2: Play Your Winners
        5. Adjustment 3: Give Your Positive Attitude to Others
        6. Adjustment 4: Look Better to Yourself
        7. Adjustment 5: Accept the Physical Connection
        8. Case 23 Focus
      6. Moving Up to Leadership/Management
        1. Dual Competency
        2. Self-Confidence
        3. Sensitivity
        4. What About You?
        5. Management/Leadership Challenge
        6. Case 24 Sensitivity
    10. Suggested Answers to Cases
      1. Case 1: Reality
      2. Case 2: Adjustment
      3. Case 3: Credit Blues
      4. Case 4: Bounce Back
      5. Case 5: Decision
      6. Case 6: Message
      7. Case 7: Insight
      8. Case 8: Choice
      9. Case 9: Currency
      10. Case 10: Controversy
      11. Case 11: Frustration
      12. Case 12: Restoration
      13. Case 13: Communication
      14. Case 14: Nonprofessional
      15. Case 15: Confrontation
      16. Case 16: Balance
      17. Case 17: Motivation
      18. Case 18: Dilemma
      19. Case 19: Conflict
      20. Case 20: Preference
      21. Case 21: Change
      22. Case 22: Interview
      23. Case 23: Focus
      24. Case 24: Sensitivity