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Prof. Dr Willem Mastenbroek
Prof. Dr E. van de Bunt
Drs C. Visser

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Negotiating as emotion management
Prof. dr. W.F.G. Mastenbroek
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Personal Effectiveness

Editorial
Mr Rob Bertels

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A Solution for Avoiding Procrastination

Allison Gamble
A Solution for Avoiding Procrastination
[Personal Effectiveness, Article]

Learning to compliment effectively

Coert Visser
Complimenting is attractive for many people. Most people prefer to and view it as more constructive to say something positive than to say something negative. After all, who does not want to be appreciated for what he does?
[Personal Effectiveness, Article]

'No' seems to be the hardest word
Interview with William Ury
Coert Visser
"Whether and how we say No determines the very quality of our lives. It is perhaps the most important word for us to learn to say gracefully and effectively." William Ury, negotiation expert, co-author of the well-known book Getting to YES is convinced that the skill of saying No is indispensable. He explains this in his new book, The Power of a Positive NO.
[Personal Effectiveness, Reviews]

Constructive and activating management techniques
Tips for staying results focused and appreciative while directing people
Coert Visser, Gwenda Schlundt Bodien
Directing people can be a challenging task. What should you do when an employee reacts defensively and does not acknowledge the point you are trying to make? Or what about an employee who raises all kinds of different subjects and one who complains utterly? This article describes a tool for dealing effectively with different kinds of resistance by employees.
[Personal Effectiveness, Article]

Organizational behavior in historical perspective
Part 2 Emotion management, status competition and power play
Willem Mastenbroek
"His manners are no good, he is a nervous extrovert, so he may be doomed!" In our times we often judge our fellow workers according to their ways of emotion management. In former days early factory owners experienced great difficulty to control violence, abuse of alcohol, obscene language and sexual intercourse. These behaviors seem to be more in control nowadays but what happens with the underlying drives and emotions?
[Personal Effectiveness, Article]

Organizational behavior in historical perspective
Part 1: The taming of emotions
Willem Mastenbroek
The current high degree of self-discipline and control looks quite natural and selfunderstood. It definitely is not. Morerover our ways of emotion management show a close relation with patterns of power and dependency. This is another neglected area. How helpful is modern skill-training in its disregard of emotional drives and power differences?
[Personal Effectiveness, Article]

Resistance: how do you handle your emotional response towards it?

Odette Moeskops
Managers often feel personally affected by resistance they experience at work. As a result, managers and their organisations could find themselves trapped in a negative systemic pattern. Systemic patterns are self-reinforcing processes of action and reaction. When change processes stagnate, the same patterns seem to repeat themselves. A manager’s emotional response to resistance constitutes an important obstacle to seeing these feedback patterns and overcoming them. In this article we show how this mechanism works.
[Personal Effectiveness, Article]

Struggling with violence and fanatism
The development of negotiating skills
Willem Mastenbroek
“We are living in the late Middle Ages!”, Norbert Elias remarked in 1984. Overcoming conflicts by peaceful means still seems to be the exception to the rule. Warfare, terror, ideological fanatism and flight are the normal ways mankind deals with conflicts of interests. Why and in what way did the skills of negotiation develop over the centuries. And how are we curbing in modern times fierce emotions and agressive impulses?
[Personal Effectiveness, Article]

Do MBA's make lousy managers?

David Creelman
Got your MBA at Insead, Harvard or Erasmus University? That’s too bad. There are a lot of critics of MBA’s, but perhaps the most insightful is Dr. Henry Mintzberg. His latest book, "Managers Not MBA's: A Hard Look at the Soft Practice of Managing and Management Development", makes a compelling case that businesses would be better off not hiring MBA's into management positions. Mintzberg's book has attracted a fury of criticism. This review by our Canadian correspondent, David Creelman, clarifies why MBA programs can be so damaging.
[Personal Effectiveness, Reviews]

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Readers' responses

Emotions in the workplace
Dear van der Zwaag Thanks for your positive reaction. Indeed there exists much more material about ...
Willem Mastenbroek
RA
Mijn complimenten voor de heer Mastenbroek dat hij: - het thema emoties (weer??) op de kaart plaatst...
M.R. van der Zwaag
bedrijfsarts
Excellent that this subject is put into focus. Daily I am confronted with the results of scientific...
Theo Liedmeier
Master public administration
I feel inspired by a statement of Edgar Schein on management (1992): "Cultural understanding is imp...
Jaap Reijling
Mintzberg:
HR.com: Henry Mintzberg is among the world's most revered management thinkers. His most recent book,...
Coert Visser
Does Studying Economics Inhibit Cooperation?
Following up on what Hans Cornielje mentioned: the American economist Robert H. Frank has found in r...
Coert Visser
MBA is complement
An MBA program does not replace management skills, but complements them. I liked the argument that...
Paul Delabastita