DOMESTIC SCIENCE: PRINCIPLES AND APPLICATIONS
CONTENTS CHAPTER 1 WHAT PREDICTS SUCCESS? IS THERE A DIFFERENCE BETWEEN MANAGING AND LEADING? MANAGERIAL DERAILMENT WHY MANAGERS DERAIL INTELLIGENCE ISN’T ENOUGH EARLY SUCCESS CAN LEAD TO FAILURE A FLAW NOW MATTERS WHAT PREDICTS SUCCESS? BELIEVING INTELLIGENCE IS FLUID NOT FIXED DEVELOPING EXPERTISE THROUGH MINDFUL, DELIBERATE PRACTICE BEING CONSCIENTIOUS BEING PROACTIVE HAVING A LEARNING GOAL ORIENTATION USING CREATIVE AND PRACTICAL INTELLIGENCE DEVELOPING SELF AWARENESS HAVING SOCIAL SKILLS MANAGING EMOTIONS: EMOTIONAL INTELLIGENCE, POSITIVE EMOTIONS, AND HARDINESS ONE MORE TIME: IQ IS ONLY A MODERATE PREDICTOR OF SUCCESS WHY WE HOLD ONTO PAST BEHAVIORS THAT NO LONGER SERVE US WELL STEPS TOWARD PERSONAL CHANGE THE NEW RULES HOW THIS BOOK IS ORGANIZED CHAPTER SUMMARY CASE 1 1 THE DEVELOPMENT OF EXPERTISE FOOD FOR THOUGHT ENDNOTES CHAPTER 2 DEVELOPING SELF-AWARENESS BARRIERS TO SELF-AWARENESS THE BRAND CALLED YOU WHAT’S A WELL-INTENTIONED MANAGER TO DO? THE SELF-CONCEPT: I THINK, THEREFORE I THINK I AM WHAT IS THE SELF-CONCEPT? CULTURAL INFLUENCES ON THE SELF-CONCEPT: THE INDEPENDENT AND INTERDEPENDENT SELF THE INDEPENDENT SELF-CONCEPT THE INTERDEPENDENT SELF-CONCEPT ADVANTAGES OF A CULTURAL VIEW OF THE SELF-CONCEPT SOCIAL INFLUENCES ON THE SELF-CONCEPT: SEEING OURSELVES AS OTHERS SEE US FAMILY INFLUENCES ON THE SELF-CONCEPT PARENTAL STYLE EARLY LOSSES BIRTH ORDER OTHER PEOPLE’S EXPECTATIONS OF OUR SELF-CONCEPT GROUP INFLUENCES ON THE SELF-CONCEPT WHY THE SELF-CONCEPT IS IMPORTANT THE SELF IN CONTEMPORARY ORGANIZATIONS MEANING BELONGING COMPETENCE CONTROL CONSISTENCY THE CHALLENGES FOR MANAGERS TODAY IDENTITY IN THE AGE OF THE INTERNET IDENTITY IN THE AGE OF MASS MEDIA AND CELEBRITIES THE PROMISE, PERILS, AND SELF-CONCEPT OF THE POSTMODERN MANAGER THE UPDATED MANAGERIAL SELF-CONCEPT MANAGERS AS BRICOLEURS MANAGERS AS MEANING MAKERS MANAGERS AS MULTIPLE SELVES MANAGERS AS SELF-MONITORS AUTHENTICITY IS A WORK-IN-PROGRESS MANAGERIAL GROWTH AND DEVELOPMENT CHAPTER 3 BUILDING TRUST WHY TRUST MATTERS WHAT IS TRUST? UNCERTAINTY RISK PERCEPTION WHY SHOULD I TRUST THEE? LET ME COUNT THE REASONS PROPENSITY TO TRUST ASSESSMENT OF A PERSON’S TRUSTWORTHINESS OPTIMAL TRUST: IS THERE SUCH A THING AS TRUSTING TOO MUCH? CREATING TRUST: INTERPERSONAL STRATEGIES HOW TO REPAIR TRUST ONCE IT IS BROKEN: THE ART OF APOLOGIZING FORGIVENESS CREATING TRUST: ORGANIZATIONAL STRATEGIES ORGANIZATIONAL STRUCTURE AND SWIFT TRUST BEYOND TRUST: POSITIVE EMOTIONS AND SUCCESS HOW POSITIVE EMOTIONS AND BEHAVIORS LEAD TO PROFESSIONAL SUCCESS AND WELL-BEING HOW POSITIVE EMOTIONS LEAD TO ORGANIZATIONAL EFFECTIVENESS HOW POSITIVE EMOTIONS HELP PEOPLE MANAGE ORGANIZATIONAL CRISES CONCLUSION CHAPTER 4 COMMUNICATING EFFECTIVELY ACTIVE LISTENING GIVING AND RECEIVING FEEDBACK CREATING A FEEDBACK-FRIENDLY WORK ENVIRONMENT PROMOTING EFFECTIVE FEEDBACK TECHNIQUES THE EFFECTIVENESS OF MULTIRATER FEEDBACK MANAGERIAL LANGUAGE THAT MOTIVATES EMPLOYEES ARE YOU GETTING ENOUGH BAD NEWS? COMMUNICATING ACROSS CULTURES CULTURE, LANGUAGE, AND POWER COMMUNICATING TO MOBILIZE ACTION USING INSPIRING LANGUAGE TELLING STORIES CREATING A POWERFUL STORY TELLING A POWERFUL STORY BE WISE WHEN LISTENING TO STORIES CHECKLISTS: AN UNDERRATED AND LIFE-SAVING COMMUNICATION TOOL TALK AND TECHNOLOGY RULES FOR EFFECTIVE E-MAIL COMMUNICATION CHAPTER 5 GAINING AND USING SUSTAINABLE, ETHICAL POWER AND INFLUENCE FOUNDATIONS OF SUSTAINABLE, ETHICAL POWER AND INFLUENCE WHY WE NEED POWER AND INFLUENCE SKILLS CHARACTERISTICS OF PEOPLE WITH POWER DEVELOPING INTERPERSONAL POWER: READING AND ADAPTING TO OTHER PEOPLE’S INTERESTS AND STYLES THE SOCIAL STYLES MODEL USING THE SIX UNIVERSAL FORMS OF INFLUENCE THE RECIPROCATION RULE THE SCARCITY RULE THE AUTHORITY RULE THE RULE OF SOCIAL PROOF THE COMMITMENT AND CONSISTENCY RULE THE LIKING RULE DEVELOPING POLITICAL SAVVY CHARACTERISTICS OF POLITICALLY SAVVY PEOPLE PERSONAL POWER RELATIONAL POWER STRUCTURAL POWER MINIMIZING DYSFUNCTIONAL ORGANIZATIONAL POLITICS CHAPTER 6 MANAGING RELATIONSHIPS WITH YOUR DIRECT REPORTS, BOSSES, AND PEERS AUTHORITY RELATIONS AT WORK ORGANIZATIONAL STRUCTURE AND AUTHORITY RELATIONS PERSONALITY AND AUTHORITY RELATIONS MANAGING AND MOTIVATING DIRECT REPORTS THE SITUATIONAL LEADERSHIP MODEL THE DENISON LEADERSHIP DEVELOPMENT MODEL A NOTE ON EMPOWERMENT: IT’S MORE THAN A FEELING A CAUTIONARY NOTE: OBEDIENCE TO AUTHORITY LESSONS FOR EVERYDAY WORK LIFE AN OPTIMISTIC TALE: ORGANIZING FOR COMPASSION MANAGING YOUR BOSS MANAGING ABRASIVE BOSSES MANAGING MENTOR-PROTÉGÉ RELATIONSHIPS DIVERSITY AND MENTORING HOW TO MAKE THE MOST OF MENTORING RELATIONSHIPS ADVICE FOR PROTÉGÉS ADVICE FOR MENTORS NETWORKING CHARACTERISTICS OF EFFECTIVE NETWORKS DIVERSITY AND NETWORKS NETWORKING ADVICE IMPRESSION MANAGEMENT CHAPTER 7 MANAGING CULTURAL DIVERSITY PART I: DIVERSITY AS A COMPETITIVE ADVANTAGE WHY DON’T MANY ORGANIZATIONS ACHIEVE THE POTENTIAL THAT THEIR DIVERSE WORKFORCE OFFERS? PART II: UNDERSTANDING CULTURE AND CULTURAL DIFFERENCES DIMENSIONS OF CULTURE WHO AM I? HOW DO I RELATE TO OTHERS? HOW DO I COMMUNICATE WITH OTHERS? HOW DO I DEAL WITH TIME? WHAT IS TRUTH? HOW DO I RELATE TO THE ENVIRONMENT? WHAT IS THE RELATIONSHIP OF WORK TO LIFE? THE DIFFERENCE BETWEEN STEREOTYPING AND VALUING CULTURAL DIFFERENCES PART III: STRATEGIES FOR LEVERAGING DIVERSITY ENHANCING YOUR PERSONAL MULTICULTURAL COMPETENCE CULTURE-SPECIFIC SKILLS CULTURE-GENERAL SKILLS DEVELOPING MULTICULTURAL COMPETENCE CREATING AN ORGANIZATIONAL CULTURE THAT VALUES AND LEVERAGES DIVERSITY CHAPTER 8 CREATING HIGH-PERFORMING TEAMS BEYOND THE TEAM HYPE WHAT IS A TEAM? STANDARDS FOR TEAM EFFECTIVENESS FOUNDATIONS OF HIGH-PERFORMING TEAMS: PURPOSE, PERFORMANCE MEASURES, PEOPLE, PROCESS, AND PRACTICE FOUNDATION 1: CLEAR, ENGAGING PURPOSE FOUNDATION 2: PERFORMANCE GOALS AND MEASURES FOUNDATION 3: PEOPLE WITH BOTH TASK AND RELATIONSHIP SKILLS FOUNDATION 4: RESULTS-DRIVEN PROCESSES FOUNDATION 5: PREPARATION AND PRACTICE TEAM LEADERSHIP: CREATING A CONTEXT FOR HIGH-PERFORMING TEAMS TEAM LEADERSHIP SKILL 1: INVEST IN ONGOING PERSONAL DEVELOPMENT TEAM LEADERSHIP SKILL 2: CREATE A WORK CONTEXT THAT ENABLES THE TEAM TO DO ITS BEST WORK TEAM LEADERSHIP SKILL 3: ENCOURAGE POSITIVE SOCIAL RELATIONSHIPS TEAM LEADERSHIP SKILL 4: CONNECT THE TEAM EXTERNALLY TO RELEVANT PEOPLE AND GROUPS THE TEAM LIFE CYCLE FORMING STORMING NORMING PERFORMING ADJOURNING CHAPTER 9 DIVERSE TEAMS AND VIRTUAL TEAMS: MANAGING DIFFERENCES AND DISTANCES PART I: DIVERSE TEAMS THE DIVERSITY DILEMMA POTENTIAL BENEFITS AND RISKS OF DIVERSE TEAMS NOW THE HURDLES ADDITIONAL FACTORS TO CONSIDER LEADING DIVERSE TEAMS PART II: VIRTUAL TEAMS: WORKING TOGETHER APART BENEFITS OF VIRTUAL TEAMS CHALLENGES OF VIRTUAL TEAMS MANAGING SOCIAL DYNAMICS IN VIRTUALTEAMS MANAGING COMMUNICATION IN VIRTUAL TEAMS MANAGING DISTRIBUTED TEAMS DETERMINE THE APPROPRIATE LEVEL OF TECHNOLOGY FOR THE TEAM TASK MANAGE THE TECHNOLOGICAL ENVIRONMENT DEVELOP WORK PROCESSES THAT ENHANCE COHESION, COMMUNICATION, AND COORDINATION CHAPTER 10 CRAFTING A LIFE: YOUR GUIDE TO THE GOOD LIFE HAPPINESS WHAT DOESN’T PREDICT HAPPINESS? MISWANTING WHAT PREDICTS HAPPINESS? ADAPTING YOUR BELIEFS AND ACTIVITIES HAPPINESS, WORK, AND FLOW OPTIMISM AND SUCCESS THE ROLE OF EXPLANATIONS IN OPTIMISM WHEN OPTIMISM IS OVERRATED WORK AND HEALTH PERFECTIONISM TYPE A BEHAVIOR WHAT ARE THE ORGANIZATIONAL CONSEQUENCES OF PERFECTIONISM AND TYPE A BEHAVIOR? INTEGRATING WORK AND FAMILY DEMOGRAPHICS AND TRENDS IN CARETAKING WHAT IS THE IMPACT OF WORKING PARENTS ON ORGANIZATIONS? WHAT IS THE IMPACT OF WORKING PARENTS ON THEIR CHILDREN’S WELL-BEING? WHAT DO CHILDREN SAY ABOUT THEIR WORKING PARENTS?