By Gary P. Latham
Into this action-ready toolkit, Gary Latham brings his specified viewpoint as an organizational psychologist and award-winning researcher to translate administration learn of the prior 50 years into daily examples of confirmed directions for dealing with the commonest demanding situations managers face in successfully handling humans. In easy and functional language, changing into the Evidence-Based supervisor describes field-tested instruments and methods, offers lots of examples that display the right way to practice them, and explains intimately why they paintings in development excessive functionality.
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Extra resources for Becoming the Evidence-Based Manager: How to Put the Science of Management to Work for You
Develop a scoring guide. 14 BECOMING THE EVIDENCE-BASED MANAGER To design the interview questions, return to the critical incident job analysis conducted for the situational interview. Use that information to develop a series of questions that assess what applicants have done in the past. ” This question is asked to assess the candidate’s past behavior as a member of a team. ” Paul Green, a well-known organizational psychologist, has written extensively on this interview technique based on his professional practice.
17 vocabulary to this five-factor taxonomy. 18 Conscientious people strive for accomplishment. They are self-disciplined, organized, and efficient in carrying out tasks. They get things done. 19 Emotionally stable people are not easily rattled under pressure. They are not stress prone, temperamental, anxious, or worrisome. 20 If you are selecting people to work in unstructured jobs with a lot of autonomy, you want conscientious, emotionally stable people. 21 Agreeable individuals are cooperative, trusting, and affable.
Why should they knock themselves out for something you seem to have little interest in? Sending Signals As a manager, you may often be unaware of the signals you send to your employees. For example, if you walk by an employee who is behaving inconsistently with your team’s vision and goals, and—lost in thought—you ignore the behavior, you send an inadvertent signal that such behavior is acceptable. Do this repeatedly, and people will quickly discern what they perceive to be your real, as opposed to your claimed, level of commitment to your team’s goals.
Becoming the Evidence-Based Manager: How to Put the Science of Management to Work for You by Gary P. Latham