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Behavior Mismatch: How to Manage "Problem" Employees Whose Actions Don't Match Your Expectations [Hardcover]

Rebecca B. Mann (Author)
4.0 out of 5 stars  See all reviews (1 customer review)

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Book Description

Publication Date: Oct 12 1993
Poor work relations are often simply the result of a mismatch of expectations, perceptions and behavior. This book provides an insight into how to solve workplace relationship problems by diagnosing the cause of an emplyee's action so managers can treat the problem effectively. The aim is to increase productivity and learn how to: salvage a good employee by changing expectations; present problems by recognising small mismatches early; counsel employees effectively or fire them humanely.

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4.0 out of 5 stars Useful, over-optomistic Oct 1 2002
By Gregg Silk
Written by an industrial psychologist, it aims to resolve conflicts that arise when different personality types work together. A familiar premise, but Dr. Mann touches on the emotional needs that often drive people to counter-productive actions. There is an emphasis on intervention and counseling that would apply more to HR staff than the average manager. There is risk in encouraging the avarage manager to try these techniques, especially when the case histories often describe manager/employee relationships that have "codependent" characteristics. Handing two codependents a psych book isn't going accomplish anything.
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Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com: 4.0 out of 5 stars  1 review
4.0 out of 5 stars Useful, over-optomistic Oct 1 2002
By Gregg Silk - Published on Amazon.com
Written by an industrial psychologist, it aims to resolve conflicts that arise when different personality types work together. A familiar premise, but Dr. Mann touches on the emotional needs that often drive people to counter-productive actions. There is an emphasis on intervention and counseling that would apply more to HR staff than the average manager. There is risk in encouraging the avarage manager to try these techniques, especially when the case histories often describe manager/employee relationships that have "codependent" characteristics. Handing two codependents a psych book isn't going accomplish anything.
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