Reducing the need for defensive communication
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.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
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The Dr. Jekyll and Mr. Hyde game managers play
Article Abstract:
Many managers appear to have a "split personality". One is pleasant and easy-going, and the other is authoritarian and dictatorial. It is usually the pleasant personality that the manager shows to peers or bosses, while it is the domineering personality that is shown to subordinates. In order to overcome this condition, the manager must learn to motivate and direct subordinates while leaving room for the employees to make some of their own decisions; to delegate authority without actually losing control; and to provide negative feedback positively. Most importantly, managers must learn to let, not make, employees like them. Successful managers are ones who elicit loyalty, not fear.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
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The ten commandments of firing
Article Abstract:
Firing an employee is stressful for managers, but ignoring the need to dismiss one employee can demotivate others. A termination improperly handled can lead to litigation. Ten rules are offered as guidelines for dismissing employees: (1) do not fire when angry, (2) do not fire 'on the spot,' (3) elicit management's opinion, (4) do not ignore precedents, (5) provide thorough documentation, (6) examine previous performance appraisals, (7) terminate with a positive attitude, (8) do not fire on Fridays, (9) do not utilize one's office for the firing, and (10) announce the firing decision to other department employees.
Publication Name: Management Solutions
Subject: Human resources and labor relations
ISSN: 0889-0226
Year: 1987
User Contributions:
Comment about this article or add new information about this topic:
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