Download Changing Behaviour at Work: A Practical Guide by Charles J. Cox, Peter J. Makin PDF
By Charles J. Cox, Peter J. Makin
Issues of charges, caliber, productiveness and attendance, basically stem from undesirable behavioural styles inspired in the association. to avoid and deal with those difficulties, a behavioural method of handling humans is usually the simplest. This dynamic textbook illustrates how behaviour research idea can be utilized to change how humans behave within the place of work. It takes a hugely sensible examine administration options, displaying how managers can establish, degree and study bad behaviour. utilizing genuine lifestyles case research examples to teach the implementation of potent swap innovations, the authors examine a number of occasions from behavioural self-management, to altering the behaviour of enormous groups. issues lined contain: heritage of behavioural conception and psychology conventional ways to administration self-management handling teams organizational point administration. delivering a theoretically grounded but hugely functional standpoint, this crucial textbook is an important buy for all these looking to know how to control humans and organisations extra successfully.
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Extra info for Changing Behaviour at Work: A Practical Guide
As has been mentioned, it appears that attitudes only inﬂuence a small part of our behaviour. Research suggests that the situations in which attitudes do predict behaviour is when the behaviour is novel. We are then likely to consult our attitudes, to decide how we ought to behave. Repeat behaviours, on the other hand, are likely to become habitual. At an organizational level it is perhaps worth noting that customer habits are particularly important for organizations that rely on repeat business.
The theory maintains, however, that such criticisms are not well founded and that there are, indeed, rewards that are maintaining the behaviour. The rewards are, however, sometimes difﬁcult to identify, for two main reasons. The ﬁrst, and perhaps less interesting reason, is that rewards are subjective. What one person ﬁnds rewarding another may ﬁnd punishing, and vice versa. Although we are often aware of this, there are times when we fall into the trap of assuming that what we like, others will too.
An example is our reaction to the invasion of privacy of the rich and famous by the media. When public attitudes about such invasions are surveyed the outcome is very clear – between 70 per cent and 80 per cent say they are against such acts. Yet every newspaper editor knows that sales will rise considerably if they print such material! The second problem is that there is considerable evidence to 20 TRADITIONAL APPROACHES TO MANAGEMENT show that the relationship between attitudes and behaviour is more complex than a simple ‘attitudes cause behaviour’.