管理学,罗宾斯,9版,英文Robbins_fom9_09.pptVIP

About 62 percent of companies use personality tests when recruiting and hiring because managers are likely to have higher-performing and more-satisfied employees if consideration is given to matching personalities with jobs. In addition, compatibility leads to other benefits. By recognizing that people approach problem solving, decision making, and job interactions differently, a manager can better understand why, for instance, an employee is uncomfortable with making quick decisions or why an employee insists on gathering as much information as possible before addressing a problem. In the same vein, managers can expect that individuals with an external locus of control may be less satisfied with their jobs than those with an internal locus and also that they may be less willing to accept responsibility for their actions. One of the skills you have to develop as a manager is learning to fine-tune your emotional reactions according to the situation. In other words, you have to learn to recognize when “you have to smile and when you have to bark.” * * Perception is a process by which we give meaning to our environment by organizing and interpreting sensory impressions. Research consistently demonstrates that individuals may look at the same thing yet perceive it differently. For example, one manager can interpret the fact that her assistant takes several days to make important decisions as evidence that the assistant is slow, disorganized, and afraid to make decisions. Another manager with the same assistant might perceive the assistant as thoughtful, thorough, and deliberate. The point is that none of us sees and objective reality; we just interpret what we see and call it reality. Perception can be shaped or distorted by a number of factors that reside in the perceiver, in the object or target being perceived, or in the context of the situation in which the perception is made. Because we do not look at targets in isolation, the relationship of a target to it