Article Abstract:
Defensive impression management is an effort to influence the way others perceive a negative situation or event. Three ways this manipulation is accomplished are: making excuses, using a justification approach, and making apologies. These efforts may be well meaning, but they leave the basic problem in place and do not address causes and consequences of actions. Suggestions are offered for minimizing employee desire to impress or to distort information. Anonymous feedback may be gathered from staff or obtained directly through sources with minimal power. An image of management consistency should be developed. Negative comparisons and appearances of retribution or disapproval are to be avoided. Defensive, value-laden, or disparaging terms should not be used in communicating with staff. Managers should accept the fact that some situations will increase employee efforts at impression management.
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Article Abstract:
Managers need to examine their own competence in five areas: management style, information and communication, planning, delegation, and time management. A questionnaire is offered to help the manager assess performance in each of these areas, with a score box provided to sum up results. Degrees of strength ranging from 'definite weakness' to 'definite strength' are assigned point values, with a composite score of 80 to 100 indicating that managerial performance should be successful if the identified skills are exploited.
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Article Abstract:
The five basic rules of disciplining employees are that the discipline should be immediate; consistent, with predictable results; impersonal, without regard for rank or station; appropriate and in keeping with the offense; and should always be preceded with ample prior warning.
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