![]() ![]() ![]() So…”Įxecutive B is obviously less confident. I’ve got to have some answers on this one, Jane. Awful-he’ll cover up whatever’s happening anyway, and might use your visit as a sign we’re scared of old XYZ. Oh…and you’d better see the chief engineer, a nice guy…named…uh…his name slips me for the moment…you can get it from Bailey. Talk to the purchasing agent-uh, what’s her name again? Uh…(shuffling papers)…here it is… Bailey. “Jane, the XYZ Company has cut back its purchases from us for the third month in a row. The italicized words below give partial indications of their self-concepts. Each calls in a subordinate and delegates an assignment. Imagine two executives, A and B, in identical situations. Thus, how we see ourselves determines generally what we react to, what we perceive, and, in broad terms, how we behave in general.Īnd this shows up in business situations too. Don’t we all usually pick our name out of a jumble of words on a page? Or hear our name announced at an airport amidst all of the other announcements that we fail to hear? This is called selective listening, and it is a function of our self-concept. In the reverse direction, it gives an idiosyncratic flavor to our behavior. ![]() The self-concept is like a filter that screens out what we do not want to hear and see, passes through what we do want to see and hear. The filter prevents some of the light rays from reaching the film, so that the final picture shows much darker skies and more sharply whitened clouds. Photographers often slip a reddish filter over the lens when snapping pictures of clouds on black and white film. But as a vacationer in London he would have seen England in depth, because he would have seen himself coming to London for that purpose. Being on a business trip, he saw himself as a businessman, and actually perceived little of what was around him. However, on a one-week visit to London-his first-on a delicate mission for his company, he might just as well have been in Indianapolis for all he learned of English ways of life. ![]() For example:Ī businessman, who had traveled in many parts of the world, was incorrigibly curious about the customs, speech, local places of interest, history, and traditions of any place he visited. In the first place, the self-concept is important because everything we do or say, everything we hear, feel, or otherwise perceive, is influenced by how we see ourselves. Rather, the most one can do is to help managers understand themselves in their own situations, and then trust them to find the best directions themselves. As a member of a firm of consulting psychologists to management, I can report that fact from experience-and add the further observation that no one can tell managers exactly how to grow. After all, they have to do most of the job themselves. Note the term manager development rather than management development the purpose of such development is to help individual managers to grow. One reason this self-concept is crucial is that it has a great deal to do with manager development-with being a growing person and eventually realizing one’s self-potential. In this article we will explore the meaning of the self-image, particularly in relation to changing behavior in growing managers, and how changes in self-concept come about. This is the “I” behind the face in the mirror, the “I” that thinks, dreams, talks, feels, and believes, the “I” that no one knows fully. We see ourselves in some way-smart, slow, kindly, well-intentioned, lazy, misunderstood, meticulous, or shrewd we all can pick adjectives that describe ourselves. Each of us, whether we realize it or not, has a self-image. A psychological fact is that manager development means change in the manager’s self-concept. ![]()
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