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IMPRESSION MANAGEMENT:Impression Construction, Self-focused IM

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Organizational Psychology­ (PSY510)
VU
LESSON 15
IMPRESSION MANAGEMENT
Impression management (IM) theory states that any individual or organization must establish and maintain
impressions that are congruent with the perceptions they want to convey to their publics (Goffman, 1959).
The goal is for one to present themselves the way in which they would like to be thought of by the
individual or group they are interacting with. This form of management generally applies to the first
impression.
When we are under scrutiny, we will try to deliberately manage the impressions that others form of us. We
will use self-enhancement to make us seem good, for example through smart dress, careful language, etc.
The alternative is other-enhancement to make the other person feel good, such as with flattery.
For example, watch people being interviewed on TV. Notice how a good interviewer uses other-
enhancement to relax them. Spot how people use self-enhancement to look good.
To some extent, we are constantly managing impressions of others in most social circumstances and of
course we want to look good in interviews. However there are two question that may be asked:
·  The extent to which it is ethical and acceptable, both socially and for the interviewers.
·  The extent to which it is effective. More impression management does not necessarily mean a
better impression is gained.
Impression management not only happens, it is expected to happen. This can cause a dilemma where the
interviewer either marks you down for not managing impression sufficiently (for example not being smart
enough or not being assertive enough) or managing it too much (low-cut dresses, boasting, exaggeration).
A particular dilemma is where the interviewer expects a certain degree of exaggeration or fabrication and
downgrades what everyone says. If you are truthful and everyone else exaggerates, then you can lose out.
Do manage the impression you make, but do not over-do it (and do not under-do it either).
·  Dress tidily (eg. suit and tie) but not over-doing it (eg. bow tie, frock coat).
·  Show respect, but show neither aggression nor timidity.
·  Do not offer any outright lies.
·  Notice your body language, but do not over-control it.
·  Show your experiences in a positive light, but do not over-exaggerate.
In sociology and social psychology, impression management is the process through which people try to
control the impressions other people form of them. It is a goal-directed conscious or unconscious attempt
to influence the perceptions of other people about a person, object or event by regulating and controlling
information in social interaction. It is usually synonymous with self-presentation, if a person tries to
influence the perception of his image.
From both a communications and public relations viewpoint, the theory of impression management
encompasses the vital ways in which one establishes and communicates this congruence between personal
or organizational goals and their intended actions which create public perception. The idea that perception
is reality is the basis for this sociological and social psychology theory, which is framed around the
presumption that the other's perceptions of you or your organization become the reality from which they
form ideas and the basis for intended behaviors.
Goffman presented Impression management dramaturgically, explaining the motivations behind complex
human performances within a social setting based on a play metaphor (Dillard et al., 2000). Goffman's work
is written from a symbolic interactionist perspective, emphasizing a qualitative analysis of the interactive
nature of the communication process (Barnhart, 1994).
Two Techniques of Impression Management
Impression Motivation
It may simply be defined as how a boss is made to see an employee. A subordinated would try to present a
picture of himself to the boss, which suits just the needs of the organization and what is expected of him.
For example, when an employee has to meet his boss, he might pay special attention to his dress and take
some time to do his hair. Therefore, he makes a deliberate effort to appear good in front of the boss. This
technique is known as impression management.
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Organizational Psychology­ (PSY510)
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Impression Construction
It may be defined as how others are made to see one. In other words, it relates to specific type of
impression that people want to make. For example, someone might want to appear competitive; he or she
may show interest in a competitive sport.
Strategies of Impression Management
Demotion/prevention strategy
This strategy is related to correcting a negative image, when something goes wrong. It is more like
minimizing the responsibility for something which has gone wrong. The demotion-preventative strategy is
characterized by the following:
·  Accounts: Employees attempt to excuse themselves. They try to give reasons for something going
wrong; in other words, attributing the wrong to something which was deemed much important to be
done, hence causing the wrong to occur.
·  Apologies: It may be considered as the last resort, i.e. when employees find no other way out, they may
apologise to the boss creating an impression that they take the blame and responsibility and ensure that
it shall not happen again.
·  Disassociation: It occurs when employees tend to detach themselves from the wrong. They often tend
to exonerate themselves on the account that they had warned about the possible mishap.
Promotion enhancement
It is related to creating a positive or a good image which enhances them. Employees often tend to present
themselves as better than what they actually are.
·  Entitlements: Under this approach, employees who feel that due credit have not been given to them for
their achievements tend to elude do the key officials about it.
·  Enhancements: This approach is to increase one's share of praise. As employees feel that the credit or
praise they have received for something is not enough, they try to point out the fact to the concerned
people.
·  Obstacle Disclosure: This strategy involves illuminating the barriers or obstacles that were faced in
achieving the goals.
·  Association: This strategy involves, being seen with the right people at the right time. Therefore, a
perception may be created that the employee is connected with the successful projects.
Three Types of Impression Management
Research suggests three types of impression management techniques are used:
Self-focused IM
Self-promotion is the packaging of one's strengths, especially useful where the individual is not well known
to those who control resources such as promotion. However, self-promotion of successes is seen as risky,
because it can be interpreted as bragging, which may result in a negative reaction by the target. Self-
promotion of ambition is essential for career management, so that managers are aware of this need ­ they
may be too busy to read your mind. But self-promotion is a Catch 22 for ambitious women ­ they are
damned if they do it and damned if they don't.
Manager-Focused IM
Networking upwards and outwards, and building a good relationship with your manager are assertive tactics
to gain approval of senior managers controlling significant rewards. Early use of IM by subordinates in a
supervisory relationship, especially where they are of the same gender as the supervisor is likely to result in
enhanced performance ratings, which is of significance for females managed by males, putting them at a
disadvantage. Cranfield's research shows that women tend to be less instrumental than their male peers in
initiation and maintenance of such relationships.
Job-Focused IM
Many choose to impress through delivery of extra high performance and high commitment, but these have
to be visible to achieve the rewards.
Impression management signals ambition and drive which when coupled with professionalism and
commitment could be a key organisational resource. It is a tool which can benefit the individual, their team,
their manager and the organisation, through highly professional and committed performance, good
organisational citizenship and goal delivery, relationship-building and political/cultural awareness. However,
males seem more willing than females to use upward influence IM as part of their career management. If
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Organizational Psychology­ (PSY510)
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women are not noticed, then they may not extend their potential to the full advantage of their employer or
themselves. There is a growing business case for organisations to develop their resource pool of women, as
some investors start to move their funds into companies with visible senior female representation. Women
directors bring new ideas and different perspectives to corporate decision-making on previously all-male
boards, as well as act as role models for those below, enhancing the recruitment and retention of talented
women.
However, both males and females need to be noticed in order for organisations to invest in development
for more senior levels. Managers should not assume that females who do not push themselves forward are
not as ambitious or able as their male peers. Some men and women trust the formal HRM systems to
provide career opportunities, underestimating the importance of informal networks for information about
senior posts. Some individuals with potential do not always realise the importance of "branding" their
values and core strengths to their senior managers. Managers could help their junior staff by clarifying the
kind of performance and commitment which get rewarded, so that they can make better-informed choices.
Perhaps individuals do not want to use IM, but they should know the unwritten penalties for not delivering
and being seen to deliver what the organisation wants and needs.
REFERENCES
·  Impression management: From Wikipedia, the free encyclopedia: Retrieved from
http://en.wikipedia.org/wiki/Impression_management
·  Impression management courses: Retrieved from:
http://www2.pfeiffer.edu/~lridener/courses/IMPMGT.HTML
·  Changing minds articles on impression management: Retrieved from:
http://changingminds.org/explanations/theories/impression_management.htm
FURTHER READING
·  Impression Management: http://en.wikipedia.org/wiki/Impression_management
·  Social psychology and impression management:
http://www.suite101.com/article.cfm/social_psychology/53283
·  Impression management in jobs: http://changingminds.org/disciplines/job-
finding/impression_management.htm
·  Branding: http://www.europeanpwn.net/tht_career/articles_indiv_career/im_corporate_branding.pdf
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Table of Contents:
  1. INTRODUCTION TO ORGANIZATIONAL PSYCHLOGY:Hawthorne Effect
  2. METHODOLOGIES OF DATA COLLECTION:Observational method, Stability of Measures
  3. GLOBALIZATION:Aspects of Globalization, Industrial Globalization
  4. DEFINING THE CULTURE:Key Components of Culture, Individualism
  5. WHAT IS DIVERSITY?:Recruitment and Retention, Organizational approaches
  6. ETHICS:Sexual Harassment, Pay and Promotion Discrimination, Employee Privacy
  7. NATURE OF ORGANIZATIONS:Flat Organization, Neoclassical Organization Theory
  8. ORGANIZATIONAL CULTURE:Academy Culture, Baseball Team Culture, Fortress Culture
  9. CHANGING ORGANIZATIONAL CULTURE:Move decisively, defuse resistance
  10. REWARD SYSTEMS: PAY, Methods of Pay, Individual incentive plan, New Pay Techniques
  11. REWARD SYSTEMS: RECOGNITION AND BENEFITS, Efficiency Wage Theory
  12. PERCEPTION:How They Work Together, Gestalt Laws of Grouping, Closure
  13. PERCEPTUAL DEFENCE:Cognitive Dissonance Theory, Stereotyping
  14. ATTRIBUTION:Locus of Control, Fundamental Attribution Error
  15. IMPRESSION MANAGEMENT:Impression Construction, Self-focused IM
  16. PERSONALITY:Classifying Personality Theories, Humanistic/Existential
  17. PERSONALITY ASSESSMENT:Standardized, Basic Categories of Measures
  18. ATTITUDE:Emotional, Informational, Behavioural,Positive and Negative Affectivity
  19. JOB SATISFACTION:The work, Pay, Measurement of Job Satisfaction
  20. MOTIVATION:Extrinsic motive, Theories of work motivation, Safety needs
  21. THEORIES OF MOTIVATION:Instrumentality, Stacy Adams’S Equity theory
  22. MOTIVATION ACROSS CULTURES:Meaning of Work, Role of Religion
  23. POSITIVE PSYCHOLOGY:Criticisms of ‘Traditional’ Psychology, Optimism
  24. HOPE:Personality, Our goals, Satisfaction with important domains, Negative affect
  25. EMOTIONAL INTELLIGENCE:EI IS Related To Emotions and Intelligence
  26. SELF EFFICACY:Motivation, Perseverance, Thoughts, Sources of Self-Efficacy
  27. COMMUNICATION:Historical Background, Informal-Formal, Interpersonal Communication
  28. COMMUNICATION (Part II):Downward Communication, Stereotyping Problems
  29. DECISION MAKING:History, Personal Rationality, Social Model, Conceptual
  30. PARTICIPATIVE DECISION MAKING TECHNIQUES:Expertise, Thinking skills
  31. JOB STRESS:Distress and Eustress, Burnout, General Adaptation Syndrome
  32. INDIVIDUAL STRESSORS:Role Ambiguity/ Role Conflict, Personal Control
  33. EFFECTS OF STRESS:Physical Effects, Behavioural Effects, Individual Strategies
  34. POWER AND POLITICS:Coercive Power, Legitimate Power, Referent Power
  35. POLITICS:Sources of Politics in Organizations, Final Word about Power
  36. GROUPS AND TEAMS:Why Groups Are Formed, Forming, Storming
  37. DYSFUNCTIONS OF GROUPS:Norm Violation, Group Think, Risky Shift
  38. JOB DESIGN:Job Rotation, Job Enlargement, Job Enrichment, Skill Variety
  39. JOB DESIGN:Engagement, Disengagement, Social Information Processing, Motivation
  40. LEARNING:Motor Learning, Verbal Learning, Behaviouristic Theories, Acquisition
  41. OBMOD:Applications of OBMOD, Correcting Group Dysfunctions
  42. LEADERSHIP PROCESS:Managers versus Leaders, Defining Leadership
  43. MODERN THEORIES OF LEADERSHIP PROCESS:Transformational Leaders
  44. GREAT LEADERS: STYLES, ACTIVITIES AND SKILLS:Globalization and Leadership
  45. GREAT LEADERS: STYLES, ACTIVITIES AND SKILLS:Planning, Staffing