Soft skills for human centered management and global sustainability / edited by Maria Teresa Lepeley [and three others].

Format:

Book

Contributor:

Lepeley, Maria Teresa, editor.

Series:

Human centered management (Routledge (Firm))

Human centered management

Language:

English

Subjects (All):

Management--Social aspects.

Management.

Physical Description:

1 online resource (xix, 162 pages) : illustrations

Edition:

1st ed.

Place of Publication:

New York, New York ; London : Routledge, [2021]

Summary:

"This book is part of the Human Centered Book Trilogy, the 2021 volumes of Routledge Human Centered Management HCM Series. HCM books are pioneering transformation from the traditional humans-as-a-resource approach of the industrial past, to the humans at the center management and organizational paradigm of the 21st century. HCM is built on talent and wellbeing of people in the workplace driving work engagement, quality standards, high performance, and productivity to attain long-term organizational sustainability in the global VUCA (volatile, uncertain, complex, and ambiguous) environment. This book was carefully crafted by recognized international human centered scholars from 4 Continents. Models presented bridge persistent Soft Skills gaps in management and business and particularly between education and the workforce due to excessive testing and hard / technical skills. In contrast with hard skills Soft Skills are transferable across jobs, industries and applicable to all dimensions of life. Soft Skills are the common language of empathy, collaboration, team building, resilience and agility transforming organizations. Human and social challenges cannot be solved only with hard skills. This is a "must read Soft Skills manual" for survival and success based in attributes all human beings possess but not everybody is optimizing to excel in life and work. This and two complementary titles Human Centered Organizational Culture: Global Dimensions and Sensible Leadership: Human Centered, Insightful and Prudent are timely readings for leaders, managers, researchers, academics, practitioners, students and the general public responsible for organizations across industries and sectors pursuing quality standards, organizational transformation and sustainability"-- Provided by publisher

Contents:

Intro

Half Title

Series Page

Title Page

Copyright Page

Contents

Foreword by the Editors of the Human Centered Management Book Series

Preface by the Book Editors

About the Book Editors

List of Contributors

List of Figures

List of Tables

Part I: Soft Skills in Human Centered Management: Operational HCM and the Resilience-Agility Umbrella

1. Soft Skills: The Lingua Franca of Human Centered Management in the Global VUCA Environment

Soft Skills: Activating Quality and Human Centered Management

Dimension of the Soft Skills Demand and Shortage

COVID-19 2020: A Crisis Pressing for Attitude Change

Literature Review

What are Soft Skills?

Change in Attitude is Change from HRM to HCM

Soft Skills: The Resilience-Agility Umbrella in Human Centered Management

Master Skills: Resilience and Agility

What is Resilience?

What is Agility?

Traditional and New Soft Skills

HCM's Fifth Pillar: Sustainable Quality Management

Soft Skills and Wellbeing

Personal Wellbeing

Wellbeing in the Workplace

Soft Skills: The Language of Human Centered Management

Closing Argument

Notes

References

2. Master Soft Skills: The Resilience-Agility Umbrella (R-AU) Model

Resilience and Agility: Master Soft Skills

Why are Resilience and Agility Important?

Identifying Unavoidable 21st Century Disruptions

Resilience in HCM

Personal Resilience

Organizational Resilience

Agility

Personal Agility

Organizational Agility

Organizational Agility Assessment

Closing Discussion

Part II: Soft Skills and Emotional Intelligence: Learning from Failure and Conflict Management

3. Learning from Failure: Soft Skills for Sustainability in the VUCA Environment

Soft Skills Revolution of the 21st Century.

Learning from Failure: A Soft Skill in High Demand

Psychological Success and Failure

Failure is Not Necessarily Failing

Learning from Failure

Soft Skills of Women and Men

Virtual Soft Skills and Virtual Reality (VR)

Soft Skills in HCM

Concluding Thoughts

4. Emotions, Emotional Intelligence and Conflict Management : A Conceptual Framework to Optimize Soft Skills in the Workplace

Introduction

Basic Emotions

Fear (Unpleasant, High-Activation Emotion)

Anger (Unpleasant, High-Activation Emotion)

Envy (Unpleasant, Low- and High-Activation Emotion)

EI and Conflict Management Styles

Avoiding and Accommodating Styles of Conflict Management

Competing Style of Conflict Management

Collaborating Style of Conflict Management

Discussion

Part III: Soft Skills in Education: Montessori Education for Life and Online Higher Education

5. Montessori Education: Building Life with Soft Skills for a Better Life

Education Can Act as Best Agent to Develop Soft Skills to Transform Schools and Society

The Foundations of Montessori

Maria Montessori

Child Stages of Brain Development

Maria Montessori Biographical Review and History of Her Method

Montessori Education Today

Maria Montessori Contribution to Education and Curriculum to Develop Soft Skills

Soft Skills and the Practical Life

Montessori Education and Parenthood

Parenthood Challenges and COVID-19

6. Soft Skills and Online Higher Education

Institutional Challenges in Online Higher Education (OHE) and Current Context

Soft Skills: The Missing Link in OHE

Soft Skills: Context and Research

Soft Skills: Research and OHE

Soft Skills in OHE

Social Soft Skills - SSS

Personal Soft Skills - PSS

Methodological Soft Skills - MSS.

Conclusions of the Future of Soft Skills in OHE

Part IV: Soft Skills in Healthcare: Knowledge Translation and Co-Production of Services

7. Soft Skills Effects on Knowledge Translation in Healthcare: Evidence from the Field

Soft Skills and Healthcare

The Need for KT in Healthcare

KT and Healthcare

Human Centered Management and Healthcare

Methodology for Building a Soft Skills Case for KT

Research Context

Data Collection and Analysis

Findings

Discussions and Conclusions

8. The Importance of Soft Skills in Co-Production of Healthcare Services in the Public Sector: The Oncology in Motion Experience

The Link between Breast Cancer and Fitness

Growing Co-Production in Healthcare

Co-Production of Services and Soft Skills in Healthcare

Oncology in Motion: A Case Study

Soft Skills and Idea Generation

Soft Skills and Idea Fine-Tuning

Soft Skills and Effective Communications

The Outcome, Discussions, and Conclusions

Note

9. Nursing, Soft Skills and Artificial Intelligence: Robot Replacement Challenges and Care of Aging Populations

Background: The Past Use of Artificial Intelligence (AI) in Healthcare

Current Applications of AI in Health Sciences

Care Robots

Uses of AI in Patient Care in Hospitals and Care for the Elderly

Comparison between Japan and Spain: Two Countries with Aging Populations

Soft Skills Training and Healthcare Professionals

Technology versus Humanization in Care

Will Robots Replace Nurses in the Future?

Conclusions

Part V: Soft Skills in the Workplace: Artificial Intelligence and Gender

10. Can AI Emulate Soft Skills?: The Future of Work in the Balance

Practical Intelligence and the Nature of Managerial Work.

How Far Can AI Emulate Soft Skills?

The Future of Work

11. Leadership Styles of Men and Women: Are They Different?

Leadership Styles of Men and Women

Social Roles and Soft Skills Differences

Job-Position Roles Are the Same for Men and Women

The Gender-Role Carryover

Distinctive Female Quality: Soft Skills of Women and Men

Gender Differences in Negotiation Processes

Men Are Task Oriented, Women Are Relationship Oriented

Gender Role Socialization and Stereotypes Differences for Men and Women

Status as a Situational Constraint

Assessment of Male and Female Leadership: Perceptions of Collaborators

Transactional Leadership

Transformational Leadership

Laissez-Faire Leadership

Measuring Leadership Style and Effect on Co-Workers

Beyond Style: The Practice of Leadership

Evidence Explains Why Women Are More Effective Leaders Than Men

Effective Leaders Don't Respond to One Style

A Surprising Result

Index.

Notes:

Includes index.

Description based on print version record.

ISBN:

1-00-309446-5

1-003-09446-5

1-000-36891-2

9781003094463

OCLC:

1221014326