Bridging the gap between social and industrial/organizational psychology, Interpersonal Insight offers a practical, engaging introduction to the social cognition processes that lead to "insights" into ourselves and other people, shaping our perceptions and behavior across a variety of interpersonal situations--from one-on-one interactions to group negotiations. Combining important research results and over 12 years' experience in human resources and training, Manuel London describes how processes common to interpersonal situations in organizations can be harnessed to help link, integrate, and create more effective human resource programs. In so doing, he details how social information processing affects a person's self-image, behavior, and quality of interpersonal relationships. London proposes a four-step model of insight formation in which a person 1) receives information about oneself and others (called "reflected feedback"); 2) integrates and reconciles the information with other information ("categorization"); 3) interprets the information ("attribution"); and 4) incorporates the outcome into perceptions of oneself and others ("cognitive re-evaluation of self-concept"). "Insight" occurs when an attribution turns into a re-evaluation of oneself or others. London goes on to offer practical suggestions on how human resource programs can be designed to enhance self- or personal insights and suggests ways to elicit and track employees' reactions to major organizational and career changes while facilitating team development. Packed with case studies and references to the literature, Interpersonal Insight is an important book not only for researchers and professionals in industrial/organizational psychology, but for managers interested in enhancing employee satisfaction and production.

Self and Interpersonal Insight: How People Gain Understanding of Themselves and Others in Organizations (Industrial and Organizational Psychology Series)

Business & Money

London, Manuel

Industries

Oxford University Press

Product Description 
This Handbook provides a comprehensive and up-to-date examination of lifelong learning. Across 38 chapters, including twelve that are brand new to this edition, the approach is interdisciplinary, spanning human resources development, adult learning (educational perspective), psychology, career 
and vocational learning, management and executive development, cultural anthropology, the humanities, and gerontology. This volume covers trends that contribute to the need for continuous learning, considers psychological characteristics that relate to the drive to learn, reviews existing theory and 
research on adult learning, describes training methods and learning technologies for instructional design, and explores current and future challenges to support continuous learning.\nAbout the Author 
Manuel London is Dean of the College of Business and SUNY Distinguished Professor at the State University of New York at Stony Brook. He received his A.B. from Case Western Reserve University and his M.A. and Ph.D. from the Ohio State University in industrial and organizational psychology. He is 
the author of 18 books, the editor of 10, and the author of more than 140 articles in the areas of performance evaluation, job feedback, career motivation, leadership development, and group learning.

The Oxford Handbook of Lifelong Learning (Oxford Library of Psychology)

Managing Careers (ADDISON-WESLEY SERIES ON MANAGING HUMAN RESOURCES)

Job Hunting & Careers

Addison-Wesley

Achieving Performance Excellence in University Administration: A Team Approach to Organizational Change and Employee Development

Human resource strategies for organization development include team-building methods to improve communication and reduce interpersonal conflict among university administrators. London describes the formation of a team of top administrators who focus on how to resolve conflict, develop employees, and involve them in decision making. The book considers performance problems such as marginal performance and abusive managers. It describes methods for enhancing attention to employee development through appraisal and feedback. New techniques such as the ratingless appraisal and 360 degree feedback are covered. Overall, it shows how to maintain and enhance organizational vitality in an environment of tight resources and external pressures.

Education & Teaching

Higher & Continuing Education

Praeger

Social Entrepreneurship: How to Start Successful Corporate Social Responsibility and Community-Based Initiatives for Advocacy and Change

What motivates someone to become a social entrepreneur? What are the competencies needed to be effective social advocates and agents for change? This book answers these questions in an accessible and practical way, providing comprehensive guidelines, numerous examples, and sources of information and training for anyone who wants to start a community-based social advocacy and change initiative or for employees who want to start a corporate social responsibility initiative. Features include the following: <ul>
<li>examples of individuals and organizations who have learned from successes and failures in social entrepreneurship </li> <li>self-assessments to help readers evaluate their own talents and proclivity to be social entrepreneurs </li> <li>steps and strategies, competency-building activities, and assessments to evaluate and facilitate initiatives </li> <li>resources available from foundations, government agencies, and other sources for the budding social entrepreneur</li>
</ul>

Morfopoulos, Richard G.

Business Development & Entrepreneurship

Routledge

This is a new age for both workers and companies. Organizations have attempted to downsize, reengineer, or restructure their way to greatness only to find that such dramatic change efforts fail to produce real long-term economic growth. In the process, these changes have wreaked havoc on the jobs, careers, and lives of employees everywhere. Yet, there are some workers and companies breaking new ground in finding successful alternatives to employee displacement and downsizing--in organizations that have discovered new and creative ways to link employee development and job creation with organizational economic growth. In this new volume of the Professional Practice Series--the first to be published by Jossey-Bass--Manuel London brings together a group of research and practice experts to show how such leading companies as AT&amp;T have responded to demands for change with programs that enhance career opportunities for individuals and stimulate organizational growth. In thirteen original chapters, London and his contributors detail how industrial and organizational psychologists, human resource professionals, and consultants have created innovative human resource development and training programs. These programs go beyond the traditional emphasis on interest surveys, career tracks, and interview skills to train employees in the abilities that actually create new jobs within organizations--skills such as entrepreneurial aptitude, work flexibility, and a value-added orientation. Employees, Careers, and Job Creation shows how to predict the career opportunities that will open up in an organization's future, assess employee skills, develop training goals, and overcome such barriers to success as employee resistance to learning. It also offers examples of how organization and community-based support programs can assist displaced workers in the event layoffs prove inevitable.

Employees, Careers, and Job Creation: Developing Growth-Oriented Human Resources Strategies and Programs (Professional Practice)

Management & Leadership

Pfeiffer

The comprehensive guide to 360-degree feedback from the Center for Creative Leadership In the network economy, growing intellectual capital is the key to increasing market value. In Maximizing, Tornow, London, and their associates demonstrate the power of 360-degree feedback for developing managers, renewing organizations, and building learning cultures. Drawing on years of experience and state-of-the-art research, the authors have crafted a highly useful and practical book which provides us with a thorough understanding of this invaluable organizational tool. --Leo Burke, director, College of Leadership and Transcultural Studies, Motorola University Despite the burgeoning popularity of 360-degree feedback for rating work performance, few people have a detailed understanding of how it can be used to enhance, even maximize, individual and organizational development. This standard-setting manual draws on the twenty-eight-year expertise the Center for Creative Leadership brings to the subject to give HR managers, consultants, and systems designers the big-picture guidance they need to determine if 360-degree feedback is right for their organization and, if so, to implement it. Readers will discover how they can use 360-degree feedback as a tool for achieving a variety of objectives such as communicating performance expectations, setting developmental goals, establishing a learning culture, and tracking the effects of organizational change. Comprehensive guidelines show how 360-degree feedback can be designed to maximize employee involvement, self-determination, and commitment. Includes case examples and a bevy of instructive instruments.

Maximizing the Value of 360-degree Feedback: A Process for Successful Individual and Organizational Development

Tornow, Walter W.

Jossey-Bass

First-Time Leaders of Small Groups offers novice and experienced leaders the information they need to keep their members interested and involved, resolve conflicts and deal with difficult people, and ultimately have their group achieve results . . . quickly. The book includes four steps for preparing to lead (selecting members, setting the groundwork for high performance, planning, and establishing your leadership style) and four steps for taking the lead (starting right, working smart, coaching, and assessing). These steps will help you take the lead with confidence. First-Time Leaders of Small Groups is filled with illustrative examples of a wide range of small groups and provides clear suggestions for action. The book includes: 
<ul>
<li>Questions and answers based on research on what works well, and what does not</li> <li>Diagnostics for determining your group’s strengths and weaknesses</li> <li>Leadership challenges—ideas for overcoming common difficulties</li> <li>Self-assessments to help build confidence as a group leader</li> <li>Examples of approaches for different group situations</li> <li>Models for understanding how groups work</li> <li>Activities for improving group functions</li> <li>Key research findings</li> <li>Easy-to-follow suggestions for practice</li> </ul>

First-Time Leaders of Small Groups: How to Create High Performing Committees, Task Forces, Clubs and Boards

London, Marilyn

Meaningful feedback is central to performance management. It guides, motivates, and reinforces effective behaviors and reduces or stops ineffective behaviors. However, while feedback is an important management tool, many people feel uncomfortable giving and receiving feedback. Givers may use this tool as a way to reinforce their self-image or manipulate how others see them rather than improve others' or their own performance. They may be destructive or hurtful intentionally or unintentionally, or biased by factors unrelated to actual performance and, as a result, convey useless information. Receivers of feedback may be apprehensive about being evaluated, defensive in the face of negative feedback, and/or apt to ignore information that could improve their performance. This book describes how people give, seek, and use performance feedback. It examines processes by which givers of feedback perceive and judge performance, and outlines information processes by which receivers of feedback absorb --accept, deny, or ignore--and apply feedback. Formal sources of feedback are considered, including performance appraisal, multi-source (upward and 360 degree) survey feedback methods, and assessment centers. It also considers how individuals and groups receive informal feedback, including guidelines for how to give effective feedback under different conditions and how to hold people accountable for giving feedback. Overall, the book shows how managers can be more effective in gathering and processing performance information about subordinates and feeding back this information in a way that is nonthreatening and leads to productive changes in behavior. It also demonstrates how employees can gather, accept, and use meaningful performance information to change their own behavior. In doing so, the book suggests how human resource practitioners and training professionals can help managers give and use feedback more effectively.

Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement (Applied Psychology Series)

Psychology Press

See the best price to sell, buy, or rent books by London, Manuel. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Books by London, Manuel

See the best price to sell, buy, or rent books by London, Manuel. BookScouter helps to compare book prices from 25+ online bookstores and 30+ buyback vendors with a single search.

Self and Interpersonal Insight: How People Gain Understanding of Themselves and Others in Organizations (Industrial and Organizational Psychology Series)

The Oxford Handbook of Lifelong Learning (Oxford Library of Psychology)

Managing Careers (ADDISON-WESLEY SERIES ON MANAGING HUMAN RESOURCES)

Achieving Performance Excellence in University Administration: A Team Approach to Organizational Change and Employee Development

Social Entrepreneurship: How to Start Successful Corporate Social Responsibility and Community-Based Initiatives for Advocacy and Change

Social Entrepreneurship: How to Start Successful Corporate Social Responsibility and Community-Based Initiatives for Advocacy and Change

Employees, Careers, and Job Creation: Developing Growth-Oriented Human Resources Strategies and Programs (Professional Practice)

Maximizing the Value of 360-degree Feedback: A Process for Successful Individual and Organizational Development

First-Time Leaders of Small Groups: How to Create High Performing Committees, Task Forces, Clubs and Boards

Job Feedback: Giving, Seeking, and Using Feedback for Performance Improvement (Applied Psychology Series)