Interpersonal skills for hospitality management
Author(s)
Bibliographic Information
Interpersonal skills for hospitality management
（Tourism and hospitality management series）
Internaitonal Thomson Business Press, 1996, c1995
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Note
"First published by Chapman & Hall 1995, Reprinted by International Thomson Business Press 1996"--T.p.verso
Includes bibliographical references (p. [199]-205) and index
Description and Table of Contents
Description
This is a comprehensive text on the communications and interpersonal skills required of future and existing managers within the tourism and hospitality industry. The industry is increasingly emphasising the importance of such skills, and this text provides a resource around which lecturers can develop relevant courses. The text is vocationally oriented while also dealing with the more theoretical aspects. It adopts a structured, self-learning approach based on case studies, exercises, keynotes and activities.
Table of Contents
Chapter One. Nature. Characteristics of communications and interpersonal skills. Outline of process. Transactional aspects. Role of personality. Perception. Socialisation. Culture. Concept of feedback loop. Reciprocity. Mental set. cues. Innate v learned behaviour. Use of channels. Media and codes. Chapter Two. Social contexts. Social environment. Transmission. Reception. Symbols. Meaning of style. Tone. register. Body language. Encoding. Decoding. Social roles. Acting. Giving and giving off. Deliberative and dialogic listening. Chapter Three. Language. Spoken and written. Concept of register. Words not being "neutral". Denotative and connotative meanings. Sociolinguistics. Formal communications. Reading age. Metamessages. Ethnicity. Racism. Sexism. Ageism. Disablism. In language. The "language game". Business and professional jargon. Chapter Four. Non-verbal communication. Body movement and gesture. Autonomous and illustrative gestures. Posture and positioning. Spatial behaviour. Touch. Proxemity. Territoriality. Privacy. Personal bubble. Voice. Appearance. Facial expression. Eye contact. Silence. Chapter Five. Management of conflict. Interpersonal conflict. Facts. Emotions. Status. Role-perception. Values. Attitudes. Stages of conflict - latent, perceived, felt. manifest, aftermath, win\win, win\lose. Conflict-resolution. Force. Withdrawal. Placating. Compromise. Problem-solving. Chapter Six. Leadership and motivation. Leaders as opposed to managers. Formal authority. Human needs. Power and influence. Traits. Styles and situational theories. Charisma. Autocratic. Democratic. Laissez-faire. Task-orientated. Maintenance-oriented. Visioning. Chapter Seven. Formal and informal groups. Teams. Group dynamics. Common needs. Interests. Goals. Culture. "Bonding". Forming. Storming. Norming. Performing. Dysfunctional group activity. Chapter Eight. Formal meetings. External structural and environmental factors. Role and function of chairman. Secretary. Presentational communication. Talks. Reports. Use of mass media.
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