By Matthew Reis and Judith Geller
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Extra resources for A Manager’s Guide to Human Behavior
What is your organization’s mission? What is your organization’s vision? A FRAMEWORK FOR INFLUENCING HUMAN BEHAVIOR Now, let’s turn to a more individual strategy for how managers can influence behavior. While it is important to have the big picture in mind for the good of the organization, employees also want to know that you have their best interests in mind or at the very least, that you understand them. The following is a good general approach. Step One: Gather Information As a manager, you need to continually learn about human behavior.
It does not matter if these are right or wrong, as this is “reality” for others, and can be crucial to your career. Generally, perceptions are directly connected to your behaviors and demonstrated abilities. Keep in mind that changes in perceptions may lag behind your behavioral changes for weeks or even months. Think About It . . Identify specific areas related to abilities, behaviors, or perceptions that you would like to get feedback on. Look back at the areas you identified on pages 26 and 30 to make sure these are related to a current management issue.
Your task is to use your leadership and management abilities to keep employees motivated to do what needs to be done in the organizational system. Exercise 1-2 is a good way to assess where you are in regards to these abilities and preview many of the competency areas we will cover in this course. Use your results to start formulating an action plan for your future development. org/ PEOPLE IN ORGANIZATIONS: A SYSTEMS APPROACH 15 Exercise 1-2 Do you have what it takes to be a good manager and a good leader?
A Manager’s Guide to Human Behavior by Matthew Reis and Judith Geller