Beliefs and behavior
Our views are formed from the characteristics of our personality — the scale of values, experiences and goals — from our entire existence. They take a long time to form and change slowly, unless an extraordinary, nerve-racking event intrudes into our lives, such as dismissal, divorce, serious illness, or the loss of a loved one. Our behavior mainly manifests itself in our actions, how we act or what and how we produce. In most cases, our behavior is conditioned by our beliefs. In most cases, but not always.
Let's say that due to the scale of values, education, and inclinations, I have developed a strong prejudice against the social equality of women. Let my position on this issue be as follows: women have nothing to do in the management staff, their lot is the positions of secretaries and other low—paid and “purely female" work.
If women in my institution or enterprise, for some reason, still occupy responsible positions, then my views on this kind of fact may push me to do a number of things, namely: I will “forget” to invite them to meetings held by the management, I will neglect their opinions, use offensive words about them, and so on and so forth. And, of course, the women in my department will soon start saying: this fruit treats women — you can't think of a worse one. Beliefs are hidden in the depths of the brain, but behavior, like a nose, sticks out in plain sight.
Let's consider another scenario, the opposite of the above. Let's say that for all my negative attitude towards women's equality, I will behave differently. All the women who work with me and for me will see a completely different attitude on my part: I will promote them according to their abilities, pay tribute to their opinions and listen, listen to advice and recommendations with interest, I will be impartial and fair in both rewards and penalties. I'll bet you anything that the lovely ladies will start saying everywhere: we have a wonderful boss, it's a pleasure to work with him; we'll probably stay here until we retire.
Are both of these reactions caused by my beliefs or my behavior? You don't have to be an atomic scientist to come to a self-evident conclusion: subordinates don't respond to beliefs, but solely to behavior. Successful directors and managers are successful because of their effective behavior, and not necessarily because of their beliefs. Mostbet BD https://mostbet-bangladesh.biz – Online Casino, Sports Betting in Bangladesh.
Let's say that due to the scale of values, education, and inclinations, I have developed a strong prejudice against the social equality of women. Let my position on this issue be as follows: women have nothing to do in the management staff, their lot is the positions of secretaries and other low—paid and “purely female" work.
If women in my institution or enterprise, for some reason, still occupy responsible positions, then my views on this kind of fact may push me to do a number of things, namely: I will “forget” to invite them to meetings held by the management, I will neglect their opinions, use offensive words about them, and so on and so forth. And, of course, the women in my department will soon start saying: this fruit treats women — you can't think of a worse one. Beliefs are hidden in the depths of the brain, but behavior, like a nose, sticks out in plain sight.
Let's consider another scenario, the opposite of the above. Let's say that for all my negative attitude towards women's equality, I will behave differently. All the women who work with me and for me will see a completely different attitude on my part: I will promote them according to their abilities, pay tribute to their opinions and listen, listen to advice and recommendations with interest, I will be impartial and fair in both rewards and penalties. I'll bet you anything that the lovely ladies will start saying everywhere: we have a wonderful boss, it's a pleasure to work with him; we'll probably stay here until we retire.
Are both of these reactions caused by my beliefs or my behavior? You don't have to be an atomic scientist to come to a self-evident conclusion: subordinates don't respond to beliefs, but solely to behavior. Successful directors and managers are successful because of their effective behavior, and not necessarily because of their beliefs. Mostbet BD https://mostbet-bangladesh.biz – Online Casino, Sports Betting in Bangladesh.