Strategic listening: How managers, coworkers, and organizations can become better at listening

By:

Heide, Mats

Contributor(s):

Svingstedt, Anette

Material type: Text

TextPublication details: Routledge New York 2024Description: xvi, 106 pISBN:

9781032537665

Subject(s):

DDC classification:

658.45 HEI

Summary: Listening is so simple, yet so difficult. Many times, listening is taken for granted. One could therefore say that listening is the forgotten part of communication. Although organizations have more digital and analog communication channels than ever, too little time is spent listening to customers, employees, and other influential groups. It is a shame that listening is not given more attention, as it is linked to many positive values. Examples include better conversations, increased trust and confidence, more outstanding commitment and job satisfaction, lower absenteeism due to illness, higher productivity and quality of work, increased sales, better relationships with customers and employees, and many other positive effects. To the extent that listening takes place, organizations rarely take a holistic approach to it. Strategic listening means a given objective for listening, thoughts about who should listen, when it should happen, and so on. An organization’s listening must become a strategic issue to exploit the great potential of increased listening. This book provides answers to the following: Why is listening important? What are the barriers to listening? How can both individuals and organizations become better at listening? How can organizations develop strategic listening skills? How does one build a system to improve an organization’s strategic listening? (https://www.routledge.com/Strategic-Listening-How-Managers-Coworkers-and-Organizations-Can-Become-Better-at-Listening/Heide-Svingstedt/p/book/9781032537665)

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Holdings
Item type	Current library	Collection	Call number	Copy number	Status	Date due	Barcode
Book	Indian Institute of Management LRC General Stacks	Business Communication	658.45 HEI (Browse shelf(Opens below))	1	Available		007972

Table of contents:
Chapter 1: Listening

Chapter 2: Strategic Listening

Chapter 3: Listening Culture

Chapter 4: How you become a better listener

Chapter 5: Listening and leadership

Chapter 6: Coworkership and listening

Chapter 7: How to create strategic listening
(https://www.routledge.com/Strategic-Listening-How-Managers-Coworkers-and-Organizations-Can-Become-Better-at-Listening/Heide-Svingstedt/p/book/9781032537665)

Listening is so simple, yet so difficult. Many times, listening is taken for granted. One could therefore say that listening is the forgotten part of communication. Although organizations have more digital and analog communication channels than ever, too little time is spent listening to customers, employees, and other influential groups. It is a shame that listening is not given more attention, as it is linked to many positive values. Examples include better conversations, increased trust and confidence, more outstanding commitment and job satisfaction, lower absenteeism due to illness, higher productivity and quality of work, increased sales, better relationships with customers and employees, and many other positive effects. To the extent that listening takes place, organizations rarely take a holistic approach to it. Strategic listening means a given objective for listening, thoughts about who should listen, when it should happen, and so on. An organization’s listening must become a strategic issue to exploit the great potential of increased listening.

This book provides answers to the following:

Why is listening important?

What are the barriers to listening?

How can both individuals and organizations become better at listening?

How can organizations develop strategic listening skills?

How does one build a system to improve an organization’s strategic listening?

(https://www.routledge.com/Strategic-Listening-How-Managers-Coworkers-and-Organizations-Can-Become-Better-at-Listening/Heide-Svingstedt/p/book/9781032537665)

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