Adjusting Managerial Acts to Behavioral Concepts

by Milan Moravec, Philip Schreiner



The article examines and compiles concrete managerial acts and connect these to behavioral concepts. The process of becoming a well-informed, effective, and efficient executive differs from person to person. Manager's exposure to significant learning-learning makes a difference in his behavior. Significant learning is not additive but integrative. Learning what a manager does or should do through abstruse concepts can be characterized as additive as it does not deal with behaviors. Learning by dealing with the behavior of how one manages, on the other hand, tends to be integrative. Fusing personal experience with behavioral data makes learning integrative. An important assumption of businessmen and writers is that additive knowledge necessarily leads to increased managerial skill and competence. So, it is concluded that attitudes, motivations, functions, and characteristics become accessible to awareness and, consequently, to change in behavior through identification of specific verbal and nonverbal behaviors.

California Management Review

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Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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