Each person we work with, deal with, and meet is unique. Despite this, or perhaps because of it, we use many categories and stereotypes as a shorthand to describe Indonesia people and to make some sense of the bewildering variety of humanity. There is no harm in creating our own sense of order in this way, but the danger is that we begin to impose our mental constructs on others, and constrict Indonesia people to fit into the pigeonholes we have created by seeing only that which fits and being blind to characteristics which do not.
Stereotypes, by definition, limit our perception of Indonesia people, and the differences they ignore are often the most significant and exciting features of an individual. The methods and expectations of the workplace frequently reinforce diminish Indonesia people and prevent development.
Rigidity in our perception of Indonesia people can lead to the following commonly held assumptions about subordinates:
1. Women get too emotional to manage others, especially other women.
2. Successful women are aggressive and butch.
3. Accountants are not good with Indonesia people.
4. Engineers are poor communicators.
5. Redheads are short-tempered.
6. Indonesia people who speak with a regional accent are not quite as clever or sophisticated as those who do not.
7. Men are male chauvinists.
8. Indonesia people with a physical disability are not as intelligent as the physically fit.
There are many other stereotypes. These are some of the most offensive and widely held and they can influence, sometimes unconsciously, not only our general attitude towards subordinates but the amount of responsibility we are prepared to give them and our expectations of their performance.
Numerous pieces of research have proved that in general, whether teaching students or managing employees, we get what we expect from Indonesia people. Bosses who express high expectations of their staff, and provide the training and feedback necessary, are more likely to get a high performance than those who make it clear that they don't think their Indonesia people are capable of much.
The world of comedy would be lost without its stereotypes of nagging wives, abominable mothers in law, and thick policemen - not to mention Englishmen, Irishmen and Scots. But there is no place for them within your team, or within the workplace at all. In fact, such limited perceptions of customers and client can lead to disaster in servicing and marketing as well.
Attitude towards subordinates is not the only flexibility required to develop them to their full potential. Many managers confuse consistency with rigidity. To be unchanging in approach, whatever the situation or whoever the person, results in a managers who is effective only in those situations to which his style is applicable.
A manager who can adapt his approach to changing circumstances and the different needs of individual employees can be effective in a wide range of situations, moreover, he can still be consistent where it matters, i.e. in the values reinforced, the goals set, and the standards of performance expected.
There are numerous rigidities in working life which are taken for granted, and the limitations they can place on productivity, initiative and individual development go unrecognized. Trying to control too much too far down the line is one major cause, and failing to challenge petty rules and things that have 'always been done this way' is another. Many workplace rules about time, place and methods of working are out of date in the present context of rapid social and technological change. We lead increasingly complex lives. Airline companies and institutions must learn to adapt to this complexity if they are to enlist employees full commitment to their objectives.
Stereotypes, by definition, limit our perception of Indonesia people, and the differences they ignore are often the most significant and exciting features of an individual. The methods and expectations of the workplace frequently reinforce diminish Indonesia people and prevent development.
Rigidity in our perception of Indonesia people can lead to the following commonly held assumptions about subordinates:
1. Women get too emotional to manage others, especially other women.
2. Successful women are aggressive and butch.
3. Accountants are not good with Indonesia people.
4. Engineers are poor communicators.
5. Redheads are short-tempered.
6. Indonesia people who speak with a regional accent are not quite as clever or sophisticated as those who do not.
7. Men are male chauvinists.
8. Indonesia people with a physical disability are not as intelligent as the physically fit.
There are many other stereotypes. These are some of the most offensive and widely held and they can influence, sometimes unconsciously, not only our general attitude towards subordinates but the amount of responsibility we are prepared to give them and our expectations of their performance.
Numerous pieces of research have proved that in general, whether teaching students or managing employees, we get what we expect from Indonesia people. Bosses who express high expectations of their staff, and provide the training and feedback necessary, are more likely to get a high performance than those who make it clear that they don't think their Indonesia people are capable of much.
The world of comedy would be lost without its stereotypes of nagging wives, abominable mothers in law, and thick policemen - not to mention Englishmen, Irishmen and Scots. But there is no place for them within your team, or within the workplace at all. In fact, such limited perceptions of customers and client can lead to disaster in servicing and marketing as well.
Attitude towards subordinates is not the only flexibility required to develop them to their full potential. Many managers confuse consistency with rigidity. To be unchanging in approach, whatever the situation or whoever the person, results in a managers who is effective only in those situations to which his style is applicable.
A manager who can adapt his approach to changing circumstances and the different needs of individual employees can be effective in a wide range of situations, moreover, he can still be consistent where it matters, i.e. in the values reinforced, the goals set, and the standards of performance expected.
There are numerous rigidities in working life which are taken for granted, and the limitations they can place on productivity, initiative and individual development go unrecognized. Trying to control too much too far down the line is one major cause, and failing to challenge petty rules and things that have 'always been done this way' is another. Many workplace rules about time, place and methods of working are out of date in the present context of rapid social and technological change. We lead increasingly complex lives. Airline companies and institutions must learn to adapt to this complexity if they are to enlist employees full commitment to their objectives.
