Managing People
(Robert Heller)
In Managing People, Robert Heller points out that if you know why People behave as they do, you can gain their commitment. Recognizing talent, encouraging creativity, communicating constructively, encouraging harmonious working relationships, resolving conflicts, handling complaints, evaluating performance-all this is involved in first-class skills in working with people. Here are some of his suggestions:1. Rather than trying to change personalities, instead try to produce behavioral patterns that create productive, effective teamwork. Encourage constructive attitudes.2. Encourage and reward constructive behavior. People who communicate positively, openly and confidently with colleagues at all levels, swiftly and generously recognize other people?s achievements, learn from mistakes and failures, collaborate in collegiate relationships with fellow workers, establish facts pragmatically, take risks in an entrepreneurial fashion, insist on detailed analysis before judgment, recognize achievement rather than status, choose to work in cooperative groups, and operate in flat, non-heirarchical structures-reward this.3. Meet people?s lower-level needs of salary, job security and working conditions. If it is volunteer work, spread it out so that no one person has too much. Psychologist Abraham Maslow identified a five-stage hierarchy of needs, starting with basic needs such as food and shelter, second with needs such as security, third with social needs such as friendly interaction with other people, fourth with higher-level needs such as recognition for achievement, fifth with self-actualization needs such as achieving potential. For instance:
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