gjgii
Understanding human behavior could be in conflict with your human resources and your cultural differences. However, it is up to us as an individual to know when turn to our norms of our human resources and cultural differences and use them in the diverse world we live in today. For instance, in the essays “Human Resources” by Dalton and “Cultural Differences” by Iowa State, Dalton reflects different categories in the workplace and how people react to individual backgrounds. Additionally, Iowa State took these categories and display them using cultural difference in a work place.
Dalton explains that there are seven classic styles of behavior which are commander, drifter, attacker, pleaser, performer, avoider, and analytical. A commander is demanding and domineering, commanders are the stereotypical control freaks. Commanders would be consider as polychromic individuals, which as the Iowa State describes them as, “More flexible about time schedules; they have no problem integrating task- oriented activities with socio-emotional ones.
For them, maintaining relationships and socializing are more important than accomplishing tasks.” (Iowa State 206) Commanders could be diagnosed as a low content culture, which means, “Information is a part of and conveyed through the verbal content of the communication.” (Iowa State 206) This diagnose is supported by Dalton when he says that commanders are “Bossy and abrupt to the point of rudeness, they’re crisp and direct and not terribly tactful.” (Dalton 141) To deal with commander type of people in a workplace Dalton subscribes, “Value and validate Commanders for their ability to overcome obstacles, to implement and to achieve results.”(Dalton 141)
Dalton explains that there are seven classic styles of behavior which are commander, drifter, attacker, pleaser, performer, avoider, and analytical. A commander is demanding and domineering, commanders are the stereotypical control freaks. Commanders would be consider as polychromic individuals, which as the Iowa State describes them as, “More flexible about time schedules; they have no problem integrating task- oriented activities with socio-emotional ones.
For them, maintaining relationships and socializing are more important than accomplishing tasks.” (Iowa State 206) Commanders could be diagnosed as a low content culture, which means, “Information is a part of and conveyed through the verbal content of the communication.” (Iowa State 206) This diagnose is supported by Dalton when he says that commanders are “Bossy and abrupt to the point of rudeness, they’re crisp and direct and not terribly tactful.” (Dalton 141) To deal with commander type of people in a workplace Dalton subscribes, “Value and validate Commanders for their ability to overcome obstacles, to implement and to achieve results.”(Dalton 141)