Breaking the Barrier to Upward Communication: Strategies and Skills for Employees, Managers, and HR Specialists

By Thad B. Green; Jay T. Knippen | Go to book overview

Breaking the Barrier to Upward Communication
Strategies and Skills for Employees, Managers, and HR Specialists

Thad B. Green and Jay T. Knippen

Q

QUORUM BOOKS Westport, Connecticut · London

-iii-

Notes for this page

Add a new note
If you are trying to select text to create highlights or citations, remember that you must now click or tap on the first word, and then click or tap on the last word.
One moment ...
Default project is now your active project.
Project items
Notes
Cite this page

Cited page

Style
Citations are available only to our active members.
Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

(Einhorn, 1992, p. 25)

(Einhorn 25)

(Einhorn 25)

1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

Note: primary sources have slightly different requirements for citation. Please see these guidelines for more information.

Cited page

Bookmark this page
Breaking the Barrier to Upward Communication: Strategies and Skills for Employees, Managers, and HR Specialists
Table of contents

Table of contents

  • Title Page iii
  • Contents v
  • Preface ix
  • Part I - GETTING ALONG WITH MANAGEMENT 1
  • Introduction 3
  • Notes 7
  • 1 - Choosing to Communicate Upward 9
  • Notes 14
  • Part II - UNDERSTANDING MANAGERS 15
  • 2 - What Motivates Managers 17
  • Notes 24
  • 3 - Every Manager Has a Style 26
  • Notes 33
  • 4 - Managers and Pet Peeves 34
  • Notes 40
  • 5 - Reading Managers 41
  • Notes 53
  • Part III - DEALING WITH PROBLEM MANAGERS 55
  • 6 - Nobody's Perfect 57
  • Notes 65
  • 7 - Responding to Unfair Performance Appraisals 66
  • Notes 73
  • 8 - How to Get Managers to Stop Checking Up 74
  • Notes 79
  • 9 - Dealing with Information-Hoarding Managers 80
  • Notes 87
  • 10 - Working with Perfectionist Managers 88
  • Notes 95
  • 11 - Handling Problems with Two Managers 96
  • Notes 101
  • 12 - Giving Positive Reinforcement to Managers 102
  • Notes 107
  • 13 - Clarifying Expectations 108
  • Notes 113
  • 14 - Dealing with Insecure Managers 115
  • Notes 121
  • 15 - Surviving Incompetent Managers 123
  • Notes 132
  • 16 - Overcoming Intimidating Managers 133
  • Note 142
  • 17 - When Managers Won't Change 143
  • Part IV - ASKING MANAGERS 153
  • 18 - The Business of Asking Managers 155
  • 19 - Asking for a Raise 163
  • Notes 171
  • 20 - How to Ask for More Interesting Work 172
  • Notes 180
  • 21 - How to Ask for and Get More Responsibility 181
  • 22 - Asking Not to be Bypassed 191
  • 23 - Asking to be Managed Differently 201
  • 24 - Asking for Positive Reinforcement 209
  • 25 - Developing a Mentoring Relationship 220
  • Notes 228
  • 26 - When More Resources Are Needed 230
  • 27 - How to Get Feedback 237
  • Notes 244
  • 28 - Asking Not to be Overworked 245
  • Part V - HELPING MANAGERS 253
  • 29 - Helping Managers Make Better Decisions 255
  • Notes 260
  • 30 - Getting Faster Decisions 261
  • 31 - Dealing with Managers Who Decide too Fast 269
  • 32 - Communicating Successes 275
  • Notes 280
  • 33 - Communicating Failures 281
  • Notes 290
  • 34 - Responding to Change 291
  • Notes 296
  • 35 - How to Receive Feedback 298
  • Notes 305
  • 36 - Handling Criticism 306
  • Notes 313
  • 37 - Being Late for Work 315
  • 38 - Being a Better Team Player 321
  • 39 - Showing Loyalty 329
  • 40 - Accepting Authority and Responsibility 336
  • Notes 345
  • 41 - If Everything Falls 346
  • Selected Bibliography 351
  • Index 352
  • About the Authors 356
Settings

Settings

Typeface
Text size Smaller Larger Reset View mode
Search within

Search within this book

Look up

Look up a word

  • Dictionary
  • Thesaurus
Please submit a word or phrase above.
Print this page

Print this page

Why can't I print more than one page at a time?

Help
Full screen
Items saved from this book
  • Bookmarks
  • Highlights & Notes
  • Citations
/ 358

matching results for page

    Questia reader help

    How to highlight and cite specific passages

    1. Click or tap the first word you want to select.
    2. Click or tap the last word you want to select, and you’ll see everything in between get selected.
    3. You’ll then get a menu of options like creating a highlight or a citation from that passage of text.

    OK, got it!

    Cited passage

    Style
    Citations are available only to our active members.
    Buy instant access to cite pages or passages in MLA 8, MLA 7, APA and Chicago citation styles.

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn, 1992, p. 25).

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences." (Einhorn 25)

    "Portraying himself as an honest, ordinary person helped Lincoln identify with his audiences."1

    1. Lois J. Einhorn, Abraham Lincoln, the Orator: Penetrating the Lincoln Legend (Westport, CT: Greenwood Press, 1992), 25, http://www.questia.com/read/27419298.

    Cited passage

    Thanks for trying Questia!

    Please continue trying out our research tools, but please note, full functionality is available only to our active members.

    Your work will be lost once you leave this Web page.

    Buy instant access to save your work.

    Already a member? Log in now.

    Search by... Author
    Show... All Results Primary Sources Peer-reviewed

    Oops!

    An unknown error has occurred. Please click the button below to reload the page. If the problem persists, please try again in a little while.