Your Impression Management Strategies

5.2 - Your Impression Management Strategies

Faranda's Reflection:

I do not do a fantastic job at promoting myself, ingratiating myself to others, nor exemplify a good employee.  I am r direct person, so if I do something for someone it is because I want to not to ingratiate myself with an individual.  In my opinion that is brown-nosing, and that is not a something that I would be comfortable doing.  I prefer for every interaction I have with someone be sincere.  I am not concerned about being liked in my profession, I am concerned about advocating for my clients, and ensuring that they understand when I say something (good or bad) it is the truth.  Nonetheless, based on the results of this evaluation I understand that I need make a more concerted effort to promote myself to other, be kinder to others, and demonstrate positive behaviors in the workplace for my co-worker, who may have difficulty with this concerp.

Employability- Perceptions of Prospective Employers

5.1 - Employability- Perceptions of Prospective Employers

Faranda's Reflection:

This self evaluation confirms  I am very dedicated to my profession and am ambitious.  It is very important to really enjoy that you do for a living, otherwise you will not strive for excellence.  I believe it is important to work hard, be flexible, and be invested in what you do, and strive to climb the ladder so that one day you can make a positive difference in the industry

that you love.

Discussion Questions

Case Study 5.1: Lombardi’s Packers” From Last in the League ot the Best Legs in the League

Discussion Questions

1. How did Lombardi’s actions help change the player’s perceptions of themselves and their abilities?  How did it create success for the Packers?

When Lombardi arrived the Green Bay Packers were a losing team.  This was in part due to the morale of the team.  The traveling conditions and nutritional staples were subpar, and a professional athlete cannot be eating crappy food, traveling on bumpy planes, and them sleeping on lumpy mattresses and be expected to perform well the next day at game time.  All of it however, was not the fault of management. The players also like to have a good time and did not take their job seriously, which is why Lombardi instituted a system of fines in order to break these self-handicapping behaviors.  This not only changed the behaviors of the players, but it also changed the perception that the townspeople/owners had of their players.  By improving the traveling conditions, increasing the intensity and regularity of team practices, and implementing a dress code for players, Lombardi made the players look and feel like winners, and they reacted accordingly by winning more games than they lost their first season with Lombardi and becoming the most successful team in the league the following year. Lombardi’s leadership created success for the Packers he was willing to set a high standard and work with the player’s who were willing to work to meet and exceed that standard, but he also willing to get rid of those who did not.  People love to please, and if they have sincere leader, and can see the positive changes, they will work harder for that leader than they ever thought possible.

2. The Packer culture was tolerant of losing before Lombardi took over.  How might this culture have a created a Golem effect?

If much is not expected, then much will not be given. The town, management, and previous coaches had been very permissive of the players and did not hold them to high standards. By setting low standards for the players in regards to performance, public appearance, practice, etc.  They were communicating to the players, that their performance and image was not important. If the owners,management, and coached do not care and have no standards for the players, why would the players want to work hard and self sacrifice to win a game, when no one else care.  These attitudes are what created the Golem effect for the Packer’s prior to Lombardi’s arrival.

3. How did Lombardi’s changes to the team’s professionalism and physical ability help change the identity the Packer’s had created for themselves and their fans?

Lombardi instituted policies that held the players to a higher standard, like making curfew, being on time for meetings and practice, wearing shirt and tie when travelling.  He also made their practices intense enough that they would be able to adequately perform for the duration of entire football game.  He made sure that they understood that they had the skills and ability to be winners, they needed to put for the effort to become winners.  Once that was established and they saw what they could accomplish if they worked hard, they and their fans saw themselves as professional athletes, and a winning team.

4. Lombardi Instituted  a rule that player’s could not drink standing at a bar.  While not all players would drink alcohol or visit bars, the actions of those who did would be attributed to the entire team.  What kind of effect is this?  Why is it important to manage perceptions held not only by oneself but also by others?

Fundamental attribution error.  It is important to manage perceptions held not only by oneself but also by others because people perceptions influence what they think about something and/or someone.  Therefore, if people see players at the bar drinking and throwing back shots and being loud and obnoxious, they don’t see individuals they see Packer players drinking and getting drunk standing at the bar.  Lombardi wanted to stop this perception and did so by fining players 150.00 if they were caught standing at a bar drinking

Understanding the Pygmalion Effect

1. Is the manager communicating high or low expectations to the employee by his or her actions?
2. How do you think employee(s) will react to the manager’s behavior?  Choose several adjectives that you believe describe this reaction?
3. If low expectations are being communicated by the manager in the scenario, answer this question: If you were the manager in this scenario and wanted your employee(s) to respond in a positive manner, what would you have done differently?
4. If high expectations are being communicated by the manager in the scenario, discuss what benefits might result.  For the sake of contrast pretend the manager in the scenario held low expectations for the employee(s).  What might that low expectation manager have done in these scenarios, and what would be the result.

Faranda:

Scenario 1:

1. The manager is communicating low expectations to his/her employee(s) by his  actions.   
2.  Angry, Upset, Ma,    
3.  I would meet with each employee individually, and discuss their performance

Scenario 2:

1. The manager is communicating high expectations to his/her employers by his/here actions
2. Excited, eager, happy, nervous  
3. N/A
4. The benefits that may result of having high expectations is that this employee will produce high quality work and an extremely loyal employee. A low expectation employer would not have asked her to design a program to introduce art to preschool children nor would they have enrolled her in school.  The result of having low expectations is that the non-profit loses a valuable resource and employee that could grow with the organization

Scenario 3:

1. The manager is communicating low expectations to his/her employee(s) by his  actions.    
2. Patronized, frustrated, overwhelmed
3. I would have met with my new team and discussed the direction that I would liek to take our department in and leave it open for discussion, suggestions, and feedback.  No one likes being treated like a child.
4.    

Scenario 4:

1. The manager is communicating low expectations to his/her employee(s) by his  actions.  
2. Overwhelmed, exasperated, frustrated
3. I would try to work with her on this by investigating if teleworking is a viable option, if not  then I would try to give her a few days off so that she is able to arrange adequate childcare.    
4. N/A   

Cheryl:

Scenario 1:

1. Posting a chart and not explaining things could result in lower efforts, his approach is a low expectation approach.   
2. This could be ignored, they could be angry with their faults being displayed.
3. Talk with employees, not post poor issues.  Reward and acknowledge over achievements.

Scenario 2:

1. Lynn is communicating her expectations to grow the current program
2. The employee, if the opportunity was met with excitement will appreciate the special training.
3.   
4. The employee will work to gain the expected knowledge and enhance the program as requested from the special attention and training.

Scenario 3:

1. Gina is micromanaging experienced employees.  This will not go over well in the long run. This is a low approach.
2. The employes will be frustrated with the new manager and not respond favorably.
3. Naturally the new manager would want the employes to be receptive of her and her position.  However, she has under-minded them in an effort to show her control of authority.
4.   

Scenario 4:

1. Susan has taken the high road with Jill; clearly acknowledging the boundaries and expectations.
2. Susan could have been a little more empathic to Jills plight, given her value within the company.
3.   
4. Susan has approached Jill in a reassuring manner; however the extra work may be seen as punishment, also.

Brian:

Scenario 1:

1. High expectations by his communication
2. Angry, pissed, singled out, picked on, motivated, encouraged and determined
3. N/A high expectations are being communicated
4. The benefits would be increased motivation,higher output and internal competition between employees that would increase efficiency and work that is mistake free. Low expectations would just let the staff continue without addressing the issue. Production would continue to suffer and fail to meet goals and quality standards.      

Scenario 2:

1. High expectations
2. Ecstatic, appreciated, motivated and empowered.
3. N/A high expectations are being communicated
4.  The benefits will be an employee that is extremely motivated by her manager because the manager is investing in the aides talents. This will empower and motivate the aide to do their best and share their talent with the class. Her perception of her self worth will increase and she will do her best to teach the children who are in her class and share her story of success with them. Low expectations would be to ignore the talent of the aide, thereby disconnecting the aide from the class. She would only be there for the paycheck  and not as invested in the outcome of the children.

Scenario 3:

1.  Low expectations
2.   Angry, pissed, disenfranchised, rebellious and unmotivated
3.  There was no need to lay down the law. The staff was performing at a high level. What she has done is alienate her staff by trying to show them who is in charge.
4. N/A low expectations are being communicated

Scenario 4:

1. High expectations
2. Overwhelmed, frazzled, stressed and exhausted both physically and mentally
3. N/A high expectations are being communicated
4. I think Susan needs to realize how important Jill is to her and change her demands. The amount and quality of work has not suffered, but Jill is struggling with her personal life, Susan could easily accommodate Jill's needs in the short term which would benefit them both. There is no need to burn out a valuable employee when it is not necessary.      

Group

Scenario 1:

1. Cheryl and Faranda interpreted that the manager was communicating low expectations, while Brian stated that Jim was communicating high expectations. Brian believed that by posting the chart that Jim’s employees would be motivated to improve.  Faranda and Cheryl agreed with Brian that it is important to communicate with employees regarding their performance, but the manner in which Jim did so was not appropriate. Cheryl and Faranda agreed with Brian that employee reaction would depend upon how each employee perceived the chart and Jim’s intentions.  Cheryl stated he may have gotten better results by just posting the  performance of high performers as well as an incentive to motivate others to step up their production quality.  Faranda stated that Jim should have met privately with each worker and discuss their individual performance one on one, rather than putting them on blast.   
2. We all agreed that the employees would feel angry, pissed, or singled out.  Brian made an excellent that some employees would feel motivated and encouraged to improved their performance.    
3. Cheryl and Faranda concurred that Jim should have spoken with the employees, with Cheryl suggesting rewards and acknowledgement for good performance.    
4. Brian perceived that high expectations were being communicated and stated that the benefits would be increased motivation,higher output and internal competition between employees that would increase efficiency and work that is mistake free. Low expectations would just let the staff continue without addressing the issue. Production would continue to suffer and fail to meet goals and quality standards.       

Scenario 2:

1. Everyone agreed that high expectations are being communicated
2. Excited, happy, nervous, empowered
3. N/A  
4. The group agreed that the benefits would as be an employee that is extremely motivated by her manager. The investment in the aide from the manager will empower and motivate the aide to do her best and share her  talent with the class. Her perception of her self worth will increase and she will do her best to teach the children who are in her class. Low expectations would be to ignore the talent of the aide, thereby disconnecting the aide from the class. She would only be there for the paycheck  and not as invested in the outcome of the children.

Scenario 3:

1. We all agreed that low expectations are being communicated    
2. Angry, disenfranchised, frustrated
3. We all agreed that Gina’s actions were unnecessary and that Gina should have met with her new team and discussed the direction that she would like to take their department in and leave it open for discussion, suggestions, and feedback.  No one likes being treated like a child.
4. N/A

Scenario 4:

1. Cheryl and Brian stated that Susan is communicating high expectations.  Faranda stated that she was communicating low expectations, because she was not being empathetic to Jill’s situation.  Cheryl and Brian pointed that Susan was simply setting clear expectations for Jill in regards to what is acceptable at work and what her responsibilities are not that she is back at work.    
2. We all agreed that Jill would feel overwhelmed, stressed, exhausted, and frazzled   
3. Faranda believed that Susan was communicating low expectations and should have tried to work with Jill, by investigating if teleworking was a viable option, if not  then she should give her a few days off so that she is able to interview and arrange adequate childcare.    
4. Although Brian and Cheryl believed that Susan was communicating high expectation, they both stated that Susan needs to realize how important Jill is to her and change her demands. Even though Susan handled it in reassuring manner the extra work could be perceived as punishment.

Despite not agreeing on whether high or low expectations were being communicated the group agreed that Susan should have been more reasonable with Jill, and tried to make some sort of accommodation to her until she had arranged adequate childcare