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¶ … managers can do little to reduce the negative effects of bias in perception and errors in attribution in organizations.A However, others argue managers can take active steps to reduce these negative effects."A Present both points-of-view.A State and substantiate your opinion
There is much controversy with regard to the negative effects of bias in perception and errors in attribution in organizations and the degree to which managers can play an active role in reducing these respective effects. While many managers are experienced in inter-personal relations and have the ability to gain a complex understanding of a subordinate's capabilities, the reality is that mistakes do happen and the best that a person can do would be to learn more with regard to attitudes that he or she can take on with the purpose to avoid being biased when dealing with his or her employees.
Numerous managers have the tendency to judge employees from the very first moment when they hire them. An interesting curriculum vitae or a good first...
It often happens that the former is unfit for the job offered while the latter was the perfect candidate. Managers cannot afford to risk to hire individuals they believe to be unfit and thus focus on removing as many issues as they possibly can.
The contrast effect is particularly important when considering managers and their failure to properly assess an employee. "A manager's perception of a subordinate whose performance is average is likely to be less favorable if that subordinate is in a group of very high performers than it would if that subordinate were in a group of average or low performers." (111)
There are a series of cases when managers are unable to properly respond to an employee's behaviors, and some put across involuntary attitudes toward their employees without being able to realize it. Whether a manager deals with the halo effect and judges an employee on account of…
Works cited:
Bruch, H. & Ghoshal, S. (2004). A Bias for Action: How Effective Managers Harness Their Willpower, Achieve Results, and Stop Wasting Time. Harvard Business Press
Chapter 4 Perception, Attribution, and the Management of Diversity
manager." The introduction describe " -development important a manager mix a bit coaching theories ( I a coaching I techniques Kolb' learning cycle techniques fuore managers improve ), I a part body essay real life examples managers coaching techniques -development successful ( describe techniques ). The importance of self-development in becoming a manager Self-development is defined first and foremost as an overall holistic desire to find one's freedom and the desire
E. telling someone that you think he is still discontent), paraphrasing the emotion that the other expresses, and encouraging emotional perspective taking (with questions like "how would you feel about this in the future?" Or attempting to convey the emotion of the other party). In short, emphasis on emotion should be placed forefront in the mediation session and the underlying emotions should be uncovered and dealt with in order that
Managers as the Key to Retention Are Managers Pivotal in Terms of Employee Retention - and What Can Managers and Employees Both Do to Minimize Workplace Turnover? In this continuing sluggish economy, it seems that employers - that is, managers and bosses - should go the extra mile to keep their employees, particularly their top talent. But, as this paper points out, there are signs that employee retention is not a priority for
Financial managers and CEO's play important roles in ensuring that organizations meet their specific goals. The skill levels for both positions are high and require a great deal of patience and experience. The purpose of this discussion is to determine whether being a financial manager is the best preparation for later becoming a CEO. Role of the Financial Manager According to the Bureau of Labor, financial managers must have a bachelor's degree
Interview with a Director Every organization has several types of managers. A college setting, for instance, could contain a president, his deputy, school deans, associate deans, departmental chairs, and other administrators. A medical facility (privately-owned), on the other hand, could contain first-line supervisors, plant managers, standard compliance managers, marketing managers, financial controllers, and top executives such as the president, deputies, or a chief executive officer. For purposes of convenience, this text
perception about how managers become effective leaders affects how we evaluate individuals' leadership potential. Believing that a manager was born a leader is expected to result in a concentration more on selecting the right person rather than developing the employee. On the other hand, the belief that managers can be made leaders through experiences will be more expected to result in a concentration on ensuring that managers have the