Vous êtes sur la page 1sur 14

Impression Management

Impression Management
 

Impression management is an attempt to control the perceptions or impressions of others. Targets are especially likely to use impression management tactics when interacting with perceivers who have power over them and on whose evaluations are considered important. Individuals who are high in self-monitoring are more likely than individuals who are low in selfmonitoring to engage in impression management tactics.

Why Impression management




Because every time, you may not have enough time to make an impact and prove your inner abilities. Because, you are not the best in any field therefore you have to be at-least good in all major areas. Because people expect you to be conscious about how you present yourself.

Why Impression management




Because, otherwise you might miscommunicate. Because you should also respect other peoples sensibilities and feelings Because, people tend to form an idea about your personality from you initial behaviours

How people manage impressions




Dress, make-up, hairstyle and other management of visual appearance. Manner and general behavior, such as being pleasant, assertive, and so on. Managing body language to conceal anxieties or untruths and show openness, etc.

How people manage impressions




Being economic with the truth, not telling lies but also not revealing the whole truth. Exaggeration or complete fabrication of things that make you look good. Downplaying or denial of negative factors that make you look bad.

How people manage impressions


Behavioral Matching SelfPromotion
The target of perception matches his or her behavior to that of the perceiver. The target tries to present herself or himself in as positive a light as possible. A subordinate tries to imitate her bosss behavior by being modest and soft-spoken because her boss is modest and soft-spoken. A worker reminds his boss about his past accomplishments and associates with coworkers who are evaluated highly. A worker stays late every night even if she has completed all of her assignments because staying late is one of the norms of her organization. A coworker compliments a manager on his excellent handling of a troublesome employee.

Conforming The target follows agreed-upon to Situational rules for behavior in the organization. Norms Appreciating or Flattering Others Being Consistent
The target compliments the perceiver. This tactic works best when flattery is not extreme and when it involves a dimension important to the perceiver. The targets beliefs and behaviors are consistent. There is agreement between the targets verbal and nonverbal behaviors.

A subordinate delivering a message to his boss looks the boss straight in the eye and has a sincere expression on his face.

Impression management
Where is the balance?

Advice to Managers
Be careful not to jump to conclusions about coworkers, superiors, and subordinates simply because they appear to fit one of your preexisting schemas. Wait to form your opinions until you have gathered enough information to make a fair judgment. Make sure your perceptions of workers are based on their skills, capabilities, accomplishments, on-the-job behaviors, and levels of job performance. Do not allow your perceptions to be influenced by characteristics of a target (such as race, age, and gender) that are unrelated to job behaviors and performance. Try to treat organizational members who stand out from others the same as you treat those who do not stand out.

Advice to Managers
Be careful not to let your first impressions have too strong an effect on your perceptions of others. Avoid categorizing workers -- that is, fitting them to a schema -- until you have sufficient information to form an accurate perception. When evaluating or interviewing a series of individuals, do not let your evaluations of preceding individuals influence your ratings of those that follow. Be careful not to be lenient in your perceptions of people who are similar to you and overly harsh to those who are dissimilar to you. If you tend to rate most of your subordinates very negatively, very positively, or just about average, stop and think whether each individual truly deserves the rating he or she received. Share organizational members standing on predictors of performance only with people who need this information for decision making. Be careful not to let this information bias your own perceptions.

What will you do to manage impressions


     

Write your CV professionally and creatively, but do not add false details. Be genuinely curious and ask sensible questions. Show your preparedness and keenness. Highlighting you positive points Dressing up well. Actively listening

What will you do to manage impressions


    

Show Confident body language Look straight. ( Not staring) Practicing and rehearsing Smiling DEVELOP YOURSELF!

What will you not do?


    

Lie Argue Present yourself in a way that you are not Be ashamed of your any attribute. Exaggerate