Patricia J. Addesso - Management Would Be Easy...If It Werent for the People

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Management Would Be Easy... If It Weren't for the People Patricia J. Addesso, Ph.D. amacom American Management Association New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C. Brussels Mexico City Tokyo Toronto

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title	:	Management Would Be Easy-- If It Weren't for the People
author	:	Addesso, Patricia J.
publisher	:	AMACOM Books
isbn10 | asin	:	0814479154
print isbn13	:	9780814479155
ebook isbn13	:	9780585019437
language	:	English
subject	Personnel management, Psychology, Industrial.
publication date	:	1996
lcc	:	HF5549.A46 1996eb
ddc	:	158.7
subject	:	Personnel management, Psychology, Industrial.

This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Addesso, Patricia J. Management would be easy- if it weren't for the people / PatriciaJ. Addesso. p. cm. Includes bibliographical references and index. ISBN 0-8144-7915-4 1. Personnel management. 2. Psychology, Industrial. I. Title. HF5549.A46 1996 158.7-dc20 96-19541 CIP 1996 AMACOM, a division of American Management Association, New York. All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4 3

Page v Contents Introduction 1 1. "I Gotta Be Me!"-Personality 5 2. "Why Does He Keep Doing That?!"-Learning and Behavior 25 3. "I Know What I Saw"-Perception 43 4. "How Can I Get People to Do What I Want Them to Do? -Motivation 61 5. "It's Enough to Make You Sick"-Stress and Anxiety 79 6. "She Is One Smart Cookie!"-Intelligence 102 7. "Can't We All Just Get Along?"-Social Psychology 119 8. "Works and Plays Well With Others"-Group Behavior, Teams, and Leadership 143 9. "I Know You Think You Understand What You Thought I Said"-Communication 159 Suggested Reading 177 Index 181

Page 1 Introduction If you are a manager, an executive, a supervisor, or a team leader, your job requires that you influence other people's behavior. Many of us find this a challenging and frustrating task. Managers write policies, give out rewards, and issue orders, only to find that sometimes employees still don't do what they're supposed to do. To manage people more effectively, we need to broaden our view of what it means to exert influence. Efforts to influence behavior can be more effective if managers concentrate first on understanding the behavior. Management is an art, and it requires a delicate balance between technical skills and people skills. While organizations do a fairly good job preparing people for the technical aspects of their jobs, frustration often arises when a technically skilled individual is asked to manage other people, which calls for an entirely new and different set of skills and knowledge. Who gets promoted in organizations? It is often the people who are best at what they do. The best teachers, for example, become principals. The best accountants become accounting department managers. Unfortunately, it is often assumed that management ability is somehow picked up through osmosis, that on-the-job training or a few seminars can teach people what they need to know to be effective managers. If these new managers ever took a course in human behavior, it is likely to have been

Page 2 Psychology 101, in their first year in college. Some of them may have the ability to manage people; we call them the "born leaders." What if you are not a born leader? What if you need to find out more about what makes people tick? In this book, you will find the concepts you learned about in Psychology 101 translated in a way that makes them of value to practicing managers. It has long been recognized that the basic truths about human behavior can be applied to the workplace. In fact, there is a whole field of endeavor, called industrial/organizational psychology, that does just that. The problem is that managers, executives, supervisors, and team leaders are not psychologists (and, in most cases, have no desire to be!).

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