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By Matthew Reis and Judith Geller
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INSTRUCTIONS: Score your responses on a scale of 1 to 5 as indicated below: 1 Very Little 1. 2. 3. 4. ____ ____ ____ ____ 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ ____ 25. ____ 2 3 Sometimes 4 5 To a Great Extent I am an active listener. I give meaningful and frequent feedback to my employees. I understand my organization’s mission, vision, and strategy. I work with my department to translate mission, vision, and strategy into specific objectives for our area.
2. Why should managers learn about human behavior? 2. (d) (a) To help the organization avoid lawsuits in case employees are dismissed for cause (b) Because knowledge is power in organizational systems (c) To force employees to do what needs to be done without making it seem like punishment (d) Because people are the most important part of an organization’s success 3. The mission is different from the vision because: 3. (d) (a) the mission needs to be vivid and the vision is specific. (b) a mission is the sum of employee suggestions and the vision is developed by the leaders.
Bill continued to make derogatory statements about Joe for five minutes until someone brought in another laptop. It turned out that the original laptop did have a hardware problem, but the damage had been done. Bill was actually surprised when Joe resigned the next month and told him that he had a better offer from a competitor. In his exit interview, Joe compared Bill to a “bull in a china shop” and said that others might be leaving as well. Joe’s departure came at a critical juncture for the company.
A Manager’s Guide to Human Behavior by Matthew Reis and Judith Geller