204 Pages
    by Routledge

    204 Pages
    by Routledge

    This book fills the need for a communication-based, public sector framed book. The authors combine just enough basic theory about communication with specific skill development in areas of immediate interest to those who work in the public sector. It also features a strong "practice" orientation, with plentiful boxed applications (Insights from the Field, Skill Development boxes, Case Studies). It concludes with an especially useful summary chapter that describes the ten essential skills for successful communication.

    Preface

    1. Why Public Managers Need People Skills
    The Public Sector Is Unique
    Networking Across Agencies
    Change, Mistrust, and Financial Austerity
    Conflict Is Inevitable
    Miscommunication Is Costly
    Culture and Diversity Awareness Is Crucial
    NASPAA Standards
    The Federal Executive Service Standards

    2. Every Effective Manager Is a Good Communicator
    Communication Skills for Public Managers
    The Fallibility of Message Transfer
    Leadership and Communication
    The Dark Side of Positional Authority
    Case: The New Boss

    3. Resolving Disputes in the Workplace
    Methods for Resolving Disputes
    What Causes Workplace Conflict?
    Case: Flextime

    4. Mega-Skills for Public Employees
    Listening
    Asking Questions
    Conflict Analysis
    Assessing Cost-Effectiveness of Dispute Resolution
    Interviews
    Case: The Redevelopment Project

    5. Creating and Maintaining Effective Work Relationships
    Emotional Intelligence and Emotional Labor
    Motivation and the Public Sector
    Humane Performance Reviews
    Interpersonal Communication Competence
    Demotivators: The Dark Side of Interpersonal Communication
    Case: When Generations Collide

    6. Working Together: Meetings, Teams, and Parliamentary Procedure
    Collaborating Across Agencies
    Types of Group Activities
    Meeting Management
    The Specialized Leadership Skill of Building Teams
    Parliamentary Procedure
    Case: The Interdepartment Team

    7. Dealing with Incivility, Bullies, and Difficult People
    Verbal Aggression and Difficult People
    Skills to Respond to Workplace Misbehavior
    Bullying
    Case: Is the Behavior Problematic?
    Case: There's Something About Jeremy

    8. Effective Communication in the Intercultural Workplace
    Cultural Knowledge and Public Administration
    The Imperative of Diversity
    Intercultural Communication Theory
    Cultural Views of Problem Solving
    Intercultural Conflict Styles
    Influences of Culture on Communication
    Influences of Culture on Management Style
    Case: Refugees and the Library

    9. Dynamic Public Speaking
    Speaking in the Public Sector
    Matching the Purpose to the Audience
    Organizing the Message
    Adding Interest
    Final Check: Does the Content Meet the Audience's Needs?
    Speech Delivery
    Visual Aids and PowerPoint Presentations
    Introducing Another Speaker
    Case: Telling the Public to Prepare for Disaster

    10. Designing Effective Public Input Processes
    Why Seek Input?
    Bad Behaviors in Public Places
    Limitations
    Case: Public Input to Locate the New Bypass

    11. The Interconnected Web of People Skills
    Nexus 1. Public Managers with People Skills Demonstrate Resilience amid Change
    Nexus 2. Public Managers with People Skills Are Able to Separate Listening from Analyzing
    Nexus 3. Public Managers with People Skills Understand the Interests of Others
    Nexus 4. Public Managers with People Skills Prefer Collaboration But Are Able to Make Quick Decisions
    Nexus 5. Public Managers with People Skills Build Relationships
    Nexus 6. Public Managers with People Skills Are Accountable
    Nexus 7. Public Managers with People Skills Communicate Effectively
    Nexus 8. Public Managers with People Skills Share Power
    Nexus 9. Public Managers with People Skills Are Persistent
    Nexus 10. Public Managers with People Skills Embrace Continuous Improvement

    Bibliography
    Index
    About the Authors

    Biography

    Suzanne McCorkle directs the Dispute Resolution academic programs and is a professor in the Public Policy and Administration department at Boise State University, USA. She formerly served as Associate Dean and Dean of the College of Social Sciences and Public Affairs. Dr. McCorkle is the author of Mediation Theory and Practice and Personal Conflict Management. Her consulting and research interests involve workplace conflict and its remedies.

    Stephanie Witt is a Professor of Public Policy and Administration at Boise State University, USA. Her books include Cities, Sagebrush and Solitude (co-edited with Dennis Judd) and Urban West Revisited Governing Cities in Uncertain Times (with James B. Weatherby). She has previously held positions at Boise State as Associate Vice President, Associate Dean, Department Chair and Director of the Public Policy Center. She is a Carnegie Foundation for the Advancement of Teaching "Idaho Professor of the Year" (1998).

    "This unique little book provides the rich, textured discussion of pragmatic topics that our generalist public management texts often lack. It provides discussions into and exercises for topics such as conflict management, question-asking, emotional intelligence and labor, meeting management, parliamentary procedure, bullying, cultural knowledge and diversity, seeking public input, and a host of others that students will be highly interested in. If one wants to ensure that students have solid skills in management and leadership, this is a wonderful complement to any PA classroom or seminar." -- Montgomery Van Wart, California State University, San Bernardino