Identification With Management: The ability and willingness to understand, accept and carry out decisions and measures from managers.
is able to put him/herself in the (higher) management`s position
is able to handle a double loyalty
commits to an existing policy
understands general measures even if they are unpleasant for his/her own department
is able to clearly explain the organization`s policy to his/her employees
explains the reasons for negative decisions from higher management without undermining them
does not `howl with the pack`, nor speak in terms of `this is what the management decrees`
neither identifies with his/her employees` interests, nor disparages them; finds the right balance
does not speak in terms of `this is what the management decrees`
clearly explains the organization`s policy and translates it into action
is committed to his/her higher management and demonstrates this commitment
sees the bigger picture
finds a balance between understanding his/her employees` dissatisfaction and implementing reorganizations, fusions, take-overs
is able to put him/herself in a stockholder`s position
is able to translate stockholders` wishes into organization-wide change initiatives
explains stockholders` interests in a way that generates support
Identification with management can be easily developed if the candidate has a more than average score (7,8,9) on the drives Conformity and Respect.
Have you ever made a decision that went against the interest of your employees? Could you describe what happened and what the consequences were?
Have you ever made a decision that was in the organization’s interest but not in line with your views? Could you describe what happened and what the consequences were?
Has your organization adopted guidelines recently you did not agree with? What did you do? What was the result?
What are values, standards or codes of conduct within your organization that you find, or have found, difficult? How did you deal with this difficulty?
Describe a recent situation in which your effort at work was not up to scratch. How did it make you feel? What was going on?
Speak in terms of ‘us’ when you talk about your organization’s policy.
Always stand behind your organization in front of outsiders.
Talk to colleagues who support the organization’s mission.
Make sure you know the organizations written and unwritten rules and act accordingly.
If your candidate is critical about proceedings within the organization, encourage him to vent this criticism constructively.
Discuss situations in which your candidate had to choose between personal interest and the organization’s interest. How would he cope with such a dilemma next time? How do others cope with them?
Encourage the candidate to take part in meetings that provide an opportunity to talk about developments within the organization.
Ensure that your candidate translates the organization’s mission to his own work and understands the relationship between the two of them.
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