By Matthew Reis and Judith Geller

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First, we need to understand the different “frequencies” at which we operate to influence others. This is like knowing when to turn up the intensity and when to turn it down, but with more precision. Think of your different behaviors and abilities as frequencies on a stereo equalizer. If you only had a “volume” control before, now you will be able to selectively emphasize or deemphasize certain frequencies when you know what each one does and the impact it has on others. For example, you probably already know it is less effective to yell at someone to “pick up the pace” than to call them into the office to discuss, constructively and privately, why a project is late.

The same reason the oil companies have a vision for a car in every driveway instead of a bicycle! The vision is to change the competitive landscape and enhance the organization’s ability to achieve its goals such as selling software or gasoline. Mission and vision should not be confused with strategy. Strategy involves looking at a competitive environment, assessing the current state of the organization internally, and then mapping a course to achieve the mission and vision. Strategy brings intention and focus to the organization’s actions.

Why should managers learn about human behavior? 2. (d) (a) To help the organization avoid lawsuits in case employees are dismissed for cause (b) Because knowledge is power in organizational systems (c) To force employees to do what needs to be done without making it seem like punishment (d) Because people are the most important part of an organization’s success 3. The mission is different from the vision because: 3. (d) (a) the mission needs to be vivid and the vision is specific. (b) a mission is the sum of employee suggestions and the vision is developed by the leaders.

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