Application Impression management

1 application

1.1 face-to-face communication

1.1.1 self, social identity , social interaction
1.1.2 cross-cultural communication
1.1.3 team-working in hospital wards


1.2 computer-mediated communication

1.2.1 corporate brand

1.2.1.1 corporate storytelling
1.2.1.2 corporate document


1.2.2 media

1.2.2.1 profiles on social networking sites
1.2.2.2 political impression management

application
face-to-face communication
self, social identity , social interaction

the social psychologist, edward e. jones, brought study of impression management field of psychology during 1960s , extended include people s attempts control others impression of personal characteristics. work sparked increased attention towards impression management fundamental interpersonal process.

the concept of self important theory of impression management images people have of shape , shaped social interactions our self-concept develops social experience in life. schlenker (1980) further suggests children anticipate effect behaviours have on others , how others evaluate them. control impressions might form on others, , in doing control outcomes obtain social interactions.

social identity refers how people defined , regarded in social interactions . individuals use impression management strategies influence social identity project others. identity people establish influences behaviour in front of others, others treatment of them , outcomes receive. therefore, in attempts influence impressions others form of themselves, person plays important role in affecting social outcomes.

social interaction process act , react around us. in nutshell, social interaction includes acts people perform toward each other , responses give in return. basic function of self-presentation define nature of social situation (goffman, 1959). social interactions role governed. each person has role play, , interaction proceeds smoothly when these roles enacted effectively. people strive create impressions of in minds of others in order gain material , social rewards (or avoid material , social punishments).

cross-cultural communication

understanding how 1 s impression management behavior might interpreted others can serve basis smoother interactions , means solving of insidious communication problems among individuals of different racial/ethnic , gender backgrounds.

people sensitive how seen others , use many forms of impression management compel others react them in ways wish (giddens, 2005, p. 142). example of concept illustrated through cultural differences. different cultures have diverse thoughts , opinions on considered beautiful or attractive. example, americans tend find tan skin attractive, in indonesian culture, pale skin more desirable.

another illustration of how people attempt control how others perceive them portrayed through clothing wear. person in leadership position strives respected , in order control , maintain impression. illustration can adapted cultural scenario. clothing people choose wear says great deal person , culture represent. example, americans not overly concerned conservative clothing. americans content tee shirts, shorts, , showing skin. exact opposite true on other side of world. indonesians both modest , conservative in attire (cole, 1997, p. 77).

companies use cross-cultural training(cct) facilitate effective cross-cultural interaction. cct can defined procedure used increase individual s ability cope , work in foreign environment. training employees in culturally consistent , specific impression management(im) techniques provide avenue employee consciously switch automatic, home culture im mode im mode culturally appropriate , acceptable. second, training in im reduces uncertainty of interaction fns , increases employee s ability cope reducing unexpected events.

team-working in hospital wards

impression management theory can used in health communication. can used explore how professionals present when interacting on hospital wards , how employ front stage , backstage settings in collaborative work.

in hospital wards, goffman s front stage , backstage performances divided planned , ad hoc rather official , unofficial interactions.

planned front stage structured collaborative activities such ward rounds , care conferences took place in presence of patients and/or carers.

ad hoc front stage unstructured or unplanned interprofessional interactions took place in front of patients/carers or directly involved patients/carers.

planned backstage structured mdt meetings in professionals gathered in private area of ward, in absence of patients, discuss management plans patients under care.

ad hoc backstage use of corridors , other ward spaces quick conversations between professionals in absence of patients/carers.

offstage social activities between , among professional groups/individuals outside of hospital context.

results show interprofessional interactions in setting based less on planned front stage activities on ad hoc backstage activities.while former may, @ times, create , maintain appearance of collaborative interprofessional teamwork , conveying sense of professional togetherness in front of patients , families, serve little functional practice. these findings have implications designing ways improve interprofessional practice on acute hospital wards there no defined interprofessional team, rather loose configuration of professionals working in collaborative manner around particular patient. in such settings, interventions aim improve both ad hoc planned forms of communication may more successful intended improve planned communication.

computer-mediated communication

the hyperpersonal model of computer-mediated communication (cmc) posits users exploit technological aspects of cmc in order enhance messages construct manage impressions , facilitate desired relationships. interesting aspect of advent of cmc how reveals basic elements of interpersonal communication, bringing focus fundamental processes occur people meet , develop relationships relying on typed messages primary mechanism of expression. physical features such 1 s appearance , voice provide of information on people base first impressions face-to-face, such features unavailable in cmc. various perspectives on cmc have suggested lack of nonverbal cues diminishes cmc s ability foster impression formation , management, or argued impressions develop nevertheless, relying on language , content cues. 1 approach describes way cmc s technical capacities work in concert users impression development intentions hyperpersonal model of cmc (walther, 1996). receivers, cmc users idealize partners based on circumstances or message elements suggest minimal similarity or desirability. senders, cmc users selectively self-present, revealing attitudes , aspects of self in controlled , socially desirable fashion. cmc channel facilitates editing, discretion, , convenience, , ability tune out environmental distractions , re-allocate cognitive resources in order further enhance 1 s message composition. finally, cmc may create dynamic feedback loops wherein exaggerated expectancies confirmed , reciprocated through mutual interaction via bias-prone communication processes identified above.

according o sullivan s (2000) impression management model of communication channels, individuals prefer use mediated channels rather face-to-face conversation in face-threatening situations. within model, trend due channel features allow control on exchanged social information. present paper extends o sullivan s model explicating information control media affordance, arising channel features , social skills, enables individual regulate , restrict flow of social information in interaction, , present scale measure it. 1 dimension of information control scale, expressive information control, positively predicted channel preference recalled face-threatening situations. effect remained after controlling social anxiousness , power relations in relationships. o sullivan s model argues communication channels may individuals manage struggle , therefore more preferred situations arise. based on assumption channels features allow fewer social cues, such reduced nonverbal information or slower exchange of messages, invariably afford individual ability better manage flow of complex, ambiguous, or potentially difficult conversations. individuals manage information them known, or isn t known, control other s impression of them. has given bathroom quick cleaning when anticipate arrival of mother-in-law (or date) has managed impression. example information , communication technology use, inviting view person s webpage before face-to-face meeting may predispose them view person way when meet.

corporate brand

the impression management perspective offers potential insight how corporate stories build corporate brand, influencing impressions stakeholders form of organization. link between themes , elements of corporate stories , im strategies/behaviours indicates these elements influence audiences perceptions of corporate brand.

corporate storytelling

corporate storytelling suggested demonstrate importance of corporate brand internal , external stakeholders, , create position company against competitors, firm bond employees (roper , fill, 2012). corporate reputation defined stakeholder s perception of organization (brown et al., 2006), , dowling (2006) suggests if story causes stakeholders perceive organization more authentic, distinctive, expert, sincere, powerful, , likeable, enhance overall corporate reputation.

impression management theory relevant perspective explore use of corporate stories in building corporate brand. corporate branding literature notes interactions brand communications enable stakeholders form impression of organization (abratt , keyn, 2012), , indicates im theory therefore bring insight use of corporate stories form of communication build corporate brand. exploring im strategies/behaviors evident in corporate stories can indicate potential corporate stories influence impressions audiences form of corporate brand.

corporate document

firms use more subtle forms of influencing outsiders impressions of firm performance , prospects, namely manipulating content , presentation of information in corporate documents purpose of distort[ing] readers perceptions of corporate achievements [godfrey et al., 2003, p. 96]. in accounting literature referred impression management. opportunity impression management in corporate reports increasing. narrative disclosures have become longer , more sophisticated on last few years. growing importance of descriptive sections in corporate documents provides firms opportunity overcome information asymmetries presenting more detailed information , explanation, thereby increasing decision-usefulness. however, offer opportunity presenting financial performance , prospects in best possible light, having opposite effect. in addition increased opportunity opportunistic discretionary disclosure choices, impression management facilitated in corporate narratives largely unregulated.

media

the medium of communication influences actions taken in impression management. self-efficacy can differ according fact whether trial convince made through face-to-face-interaction or means of e-mail. communication via devices telephone, e-mail or chat governed technical restrictions, way people express personal features etc. can changed. shows how far people go.

profiles on social networking sites

social networking users employ protective self-presentations image management. users use subtractive , repudiate strategies maintain desired image. subtractive strategy used untag undesirable photo on social networking sites. in addition un-tagging name, users request photo removed entirely. repudiate strategy used when friend posts undesirable comment user. in response undesired post, users may add wall post innocence defense. michael stefanone states self-esteem maintenance important motivation strategic self-presentation online. outside evaluations of physical appearance, competence, , approval others determines how social media users respond pictures , wall posts. unsuccessful self-presentation online can lead rejection , criticism social groups. social networking sites myspace, facebook, , studivz popular means of communicating personality. recent theoretical , empirical considerations of homepages , web 2.0 platforms show impression management major motive actively participating in social networking sites.

according marwick, social profiles create implications such context collapse presenting oneself audience. concept of ‘‘context collapse,’’ suggests social technologies make difficult vary self-presentation based on environment or audience. large sites such facebook , twitter group friends, family members, coworkers, , acquaintances under umbrella term ‘‘friends’

political impression management

one arena impression management essential in politics. political impression management coined in 1972 sociologist peter m. hall, defined term art of making candidate electable , capable (hall 1972). due in part importance of presidential candidates- appearance, image, , narrative key part of campaign , impression management has been huge part of winning election (katz 2016). social media becomes more , more part of political process, political impression management becoming more challenging online image of candidate lies in hands of voters themselves.