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... it illustrates the point very clearly. Managers for the most part do not want to have to rehire a new staff every time they are required to upgrade their companies computer systems. This being said, if management can not get through to the workers on why and how to implement these changes, then rehiring staff will be their only option. Management has make sure that their staff is open to new ideas so that the company will be able to keep up with the world, and not fall behind while training staff on new system requirements. Matching personalities with jobs may be one of the most effective ways to allocate human resources.
If a person is properly suited to their position in relation to their personality, the chances of having a satisfied employee are greatly increased. As seen in J. L. Holland's personality-job fit model, different personalities fit better into different job positions. Holland developed 6 different types of personalities that characterize 160 different occupational titles. These personalities were then arranged in order of congruency.
These personalities, and their characteristics are as follows: Realistic: prefers physical activities that require skill, strength, and coordination. Personality characteristics include being shy, genuine, persistent, stable, conforming, and practical. Investigative: prefers activities involving thinking, organizing, and understanding. Personality characteristics include being analytical, originality, curiosity and independence. Social: prefers activities that involve helping and developing others. Personality characteristics include sociability, friendly, cooperation and understanding.
Conventional: prefers rule-regulated, orderly, unambiguous activities. Personality characteristics include conforming, efficiency, practicality, unimaginative, and inflexibility. Enterprising: prefers verbal activities where there are opportunities to influence others and attain power. Personality characteristics include self-confidence, ambition, energy and domination. Artistic: prefers ambiguous and unsystematic activities that allow creative expression.
Personality characteristics include imagination, disorder, idealism, irrationality and impracticality. These personality types are then situated in a hexagonal diagram that states that the closer 2 fields are in the diagram, the closer they are in compatibility. This also means that 2 types located diagonally from one another are most incongruent. PUTTING PEOPLE IN THE RIGHT POSITIONS: HIRING TECHNIQUES Different people excel at different jobs than others do.
That is a well-documented fact. So, in order in order to put the right person for the job in that job, we need to understand what kind of person is needed to fill a particular role. Does this mean that doing a personality profile at the time of interview will Not exactly. But what it does is it greatly reduces the chances of putting for example a realistic type of person into a social type of job. Furthermore, doing this greatly reduces the risk of job dissatisfaction. Reducing job dissatisfaction or inversely increasing job satisfaction directly improves, but not cures job stability.
This in turn, generally speaking of course, increases productivity, which is usually the bottom line to management. The world today is smaller than it has ever been. Travel is now measured by hours, not days. But there is till a very distinct boundary when we talk about cultures. However, whether we are talking North-South, or East-West, cultural differences exist everywhere. One of the main schools of thought is the Western, or "American" way of managing.
But there are many different, and very affective theories out there that American style managers don't put into practice. Should they? Here are some statistics that may answer this question. In the 70 's, the West had a growth rate of about 3 %, while in South China, in the same period, they had a growth rate of 10 %. That's over 3 times as much as the West.
Was the increase the result of a new fad style of management? Actually, it couldn't be farther from the truth. Chinese management takes its basis form as far back as the days of Confucius (550 - 479 B. C. ) This fact alone stands out as a difference between East and West. The West is always on the look-out for new and exciting techniques, while history is the driving force behind China's success. Terms such as job-stability, company loyalty, and human relations and trust are slowly making their way back into Western business vocabulary again.
But these terms are staples in the Chinese and Eastern way of managing, and have been for centuries. There is even a whole section of Chinese management dedicated to the thoughts of Confucius that deal with morality. Not exactly the highest priority in the West's "dog-eat-dog" world of competitive business. So is cross-cultural business an impossible goal?
Far from it. But what managers must keep in mind is simply that different cultures value different things more than others do. The subtle difference between America and Canada pail in comparison to the differences between America and Japan or China. The secret is for managers to be aware of these differences and act accordingly. What may be an accepted form of action or response in the West may be a great insult to someone from the East. Cultural differences must be accounted for in order to minimize tensions.
As you can see, the incentives to managers to learn human behaviour and apply it to their employees are overwhelmingly positive. If managers can match job candidates to their appropriate position in the company, a harmony is reached that would not otherwise be found without the use of behavioural techniques. Once a manager has learned about human behaviour, they can then apply what they know to job placement and the allocation of human resources, and help the company to boost productivity, which in turn will help increase profits, and make the job site an all around better place to work. Bibliography: Bibliography 1. Hull, William W. (Aug. 1993). The Holy Grail of Management.
Supervision v 54 (pp. 3 - 5) Burlington. 2. Fulmer, Robert M. (Autumn 1998). A conversation with Chris Argyris: The father of organizational learning. Organizational Dynamics v 27 (pp. 21 - 32).
New York. 3. New borough, Gary (May/Jun 1999). People vs production. The British Journal of Administrative Management (pp. 13 - 14). Orpington. 4. Lischeid, William E, Sulzer-Azar off, Beth, Alavosius, Mark (Oct. 1997).
Who will train the safety profession? Professional Safety v 42 Issue 10 (pp. 32 - 36). Park Ridge. 5. Su, Dongsui, Yang Zhang, Hulpke, John F. (Jun. 1998).
A management culture revolution for the new century? Journal of Applied Management Studies v 6 Issue 1. Abingdon. 6. Bush, David, Raynor, Michael (May 1999). Your own crystal ball: Recognizing and evaluating trends that may affect your life and business. Journal of Management Consulting v 10 Issue 3.
Milwaukee. 7. Robbins, Stephen P. Managing Today edition 2. 0 (1997). Prentice Hall, Inc. Upper Saddle River, New Jersey.
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Research essay sample on Human Behaviour In Business
