Management Discussions Conclusion Sample Paper on Implicit Associations

Implicit Associations

There are a number of observations made when taking implicit association tests. The observations include the following. The inbound intuition affects my thinking and actions when it comes to managerial duties. The reason behind this is that the association between one person and the other is dependent on personal experiences and attributes. Experience is the key factor that influences my thinking. Bad experiences inhibit the adoption of a decision based on fear or loss of capital. Consequently, it affects the welfare of the organization in the sense that business opportunities may be lost in the event (Mauboussin, 2009).

Competitors on the other hand may take advantage of the situation by gaining competitive advantage over our business. In addition, bad experiences lead to emotional attachment when dealing with business matters, an action that is detrimental to the development of business strategies. Positive experiences on the other hand facilitate the use of critical and creative thinking in creating new deals and signing new business contracts. This has seen the success of business organization in counter attacking competition in the market. Moreover, it encourages innovative service delivery and utilization of the talents possessed by the workers. This is a positive move towards personal and career development for individual workers (Gladwell, 2005).

Another factor that is central to managerial skills is interpersonal relationship. This is where personal attitudes and feelings towards others play a big role in shaping the relationship between the top management, supervisors, and workers. The kind of culture an organization adopts is defined by the relationship between workers and their seniors. Therefore, managers should ensure that they establish a favorable working environment for workers so that they can become productive.

References

Gladwell, M. (2005). Blink: The power of thinking without thinking. New York: Little, Brown and Co.

Mauboussin, M. J. (2009). Think twice: Harnessing the power of counterintuition. Boston, MA: Harvard Business Press.