By Gary P. Latham
Into this action-ready toolkit, Gary Latham brings his distinctive point of view 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 most typical demanding situations managers face in successfully dealing with humans. In uncomplicated and useful language, changing into the Evidence-Based supervisor describes field-tested instruments and methods, offers lots of examples that reveal how one can practice them, and explains intimately why they paintings in construction excessive functionality.
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Additional info for Becoming the Evidence-Based Manager: How to Put the Science of Management to Work for You
Except for the assessment center, all of them can be developed by you. 20 BECOMING THE EVIDENCE-BASED MANAGER F U RTH ER EVI DENCE HR Magazine reported that among managers hired from the outside, slightly more than 60 percent will fail—40 percent within eighteen months. Forewarning the applicant you select about the drawbacks of the job enables a newcomer to generate coping strategies, which in turn lowers the person’s stress. 13 TWO ADDITIONAL TOOLS: COGNITIVE ABILITY AND PERSONALITY TESTS Some evidence indicates that cognitive ability tests and personality tests may be useful predictors of who will do well on the job.
10 Why is that? In a highly dynamic environment, it is important to actively search for feedback and react quickly to it. Subgoals improve error management. Besides the increase in information from setting proximal goals, attaining them increases your employees’ 42 BECOMING THE EVIDENCE-BASED MANAGER overall goal commitment and reinforces their belief that the end goal is indeed attainable. More generally, subgoals can ensure employee commitment to long-term projects. A distant goal can seem too far off to motivate people to attain it.
1 Measurement signals to your employees what is truly important, as opposed to what just gets lip service. Throughout this process, you must remain actively engaged, accessible, and involved in working with people in executing the strategy to attain the goals that define the vision. WHAT WORKS, IN BRIEF When people in strategic management talk about developing an effective vision, they are telling you to use your head. Where do you see your organization going in the next three to five years? When those leaders appeal to your heart instead of your head, they are developing an affective vision statement.