Self-Monitoring Is a Very Important

Self-Monitoring is a very important element in the workplace. Either in excess can have a detrimental effect not only upon interpersonal relationships in the workplace, but also upon work performance and productivity. It is therefore important to make workers aware of the appropriate level of self-monitoring and its consequences for themselves and their fellow employees. A manager should also be fully aware of how self-monitoring is applied in the workplace, as well as what can be done to modify unacceptable behavior. I believe that all behavior, including unacceptable forms of self-monitoring, can be modified. The main element of such modification is to give the person involved a good enough reason to change. Indeed, the ChangingMinds.org (2007) Web site suggests that high self-monitors can be influenced by indicating that changing their behavior will improve their public image.

In both Scenarios a and B, I believe that the existing behavior and associated desires of the persons involved can be used to help them modify their own behavior towards a more acceptable level.

A also believe that both situations should be handled with the utmost sensitivity and diplomacy. More likely than not, both persons are so used to their own behavior that they simply do not make room for the possibility that it could alienate their fellow workers. In each case, I would therefore plan carefully what I would say to each person, and then call them to my office individually. I will then discuss the situation with the person and attempt to find the root of the behavior.

My first step in Scenario a would then be to call Sue to my office. I would arrange this as a one to one meeting to encourage Sue to discuss any difficulties she might have. I would ask her whether she is aware that her behavior is disruptive and that her fellow employees are complaining about her. I would also try to find out if she feels that she has been asked to modify her behavior, and if so, if she feels that she has successfully modified her behavior.

After this brief assessment, I will attempt to discuss the problem in more depth. If sue feels that she has successfully modified her behavior, my response will relate to the numerous complaints that I have received. I will attempt to use these as evidence that she has not in fact done as she thought. I will make her aware that she needs to heighten her self-monitoring. I will also emphasize that she is working with others in order to further the goals of the company. As such, she will need to be in harmony with those working closely around her.

Another possibility is to appeal to Sue's sense of enthusiasm. One of her arguments for her behavior is that she is a "go-getter" and that she is enthusiastic about her job. The problem with this is however that she is alienating not only her fellow workers and impacting their performance negatively; she is also alienating me as her supervisor by her obvious attempts to impress me. Her defense appears to indicate that Sue is ambitious and would like to progress in her work. This is something that I can use to help her modify her behavior.

According to Mehra, Kilduff & Brass (2001), low self-monitors tend to lack the ability to cooperate very well in the workplace. Sue's aggressive behavior negatively impacts her chances of promotion. I will then use her ambitious drive in order to encourage higher self-monitoring. Specifically, I will begin by asking Sue what her desires and goals are for her future with the company. If she indicates an interest in promotion and leadership, I will connect her existing behavior and its effects to her relatively slim chances of ever attaining such dreams.

Another problem is that Sue is relatively new in the company and feels that she has to make an impression as a highly ambitious person. I will talk to Sue about this and ask her about her definitions of ambition, and whether this should necessarily include aggression. I will impress upon her the necessity of honesty and teamwork. When she leaves my office, Sue needs to be aware that her behavior is to change if she hopes to excel in a leadership position. I would therefore attempt to persuade sue by using her own beliefs and dreams.

In the case of Alice, I would also call her to my office and ask her whether she is aware of the opinions surrounding her actions. In case she is unaware, I will explain to her the problems associated with her high self-monitoring practices. For Alice, I believe I need to encourage a lower level of self-monitoring.

When the situation has been assessed, I will talk to Alice in more depth about her situation. I will tell her that other people in the business matter, but that this does not mean always telling them what she thinks they want to hear, or trying to please them all the time. Instead, I will emphasize that teamwork means meaningful contributions as well.

Currently, the main problem with Alice is that she attempts to please everybody, and that others view her as deceitful. She is not making meaningful contributions to teams, but instead is attempting to be what she believes others want her to be. I will use this tendency to please to help Alice develop self-monitoring skills that are more acceptable to her team members. While talking to Alice, I will then ask her how important it is to her to be popular. I will tell her that her current actions are not making her very popular and suggest ways in which to modify her behavior to change this.