Human Relations and Development VII

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Course Learning Outcomes for Unit VII Upon completion of this unit, students should be able to:

3. Evaluate personality differences among people. 3.1 Explain different personality types and behaviors, including tactics for properly handling each

type.

Reading Assignment Chapter 12: Helping Others Develop and Grow Chapter 13: Positive Political Skills

Unit Lesson Chapter 12 is based upon developing and helping others grow professionally and personally. The chapter covers how to be a positive nurturing individual who can influence co-workers. In addition, the chapter identifies how to successfully identify a mentor, or role model, who can aid in growth and development by guiding, coaching, and training efforts. Overall, various tactics, roles, and suggestions are provided in dealing with individuals in the skill development growth process. Nurturing A nurturing person is identified as an individual who encourages the growth of others through the use of positive support (DuBrin, 2015). As a nurturing person, he or she has the ability to forward encouraging, passionate, and helpful behaviors through skill development. Refer to the textbook to identify three actions and attitudes that indicate one is a nourishing person. In addition, refer to the self-assessment quiz 12-1 to identify with an assessment in determining attitudes toward helping others. Nurturing is important within the work environment to aid in creating the desired worker. Nurturing can come in the form of mentoring or coaching. As a manager, you must create the needed environment to foster the mentoring and coaching processes. In each process, highly qualified individuals should be the only ones providing the mentoring and coaching. Given the importance of this function, you must identify differences between mentoring and coaching. Mentoring is where guidance is provided by a mentor with minimal direct hands-on involvement from the mentor. In other words, the mentee provides his or her input in the area where mentoring is needed, and through a collaborative effort, the way forward is decided upon. The mentee must effectively put action to the decision. Coaching includes more hands-on involvement and guidance by the coach, which means that the coach provides more of the input needed in the identified areas of choice. Of course, during the coaching process, the individual is able to provide his or her input, but the majority of the planning and guidance is provided by the coach. Being a Mentor to Co-workers Being a mentor can mean different things to different people. A mentor is someone who has advanced experience and knowledge, who is committed to providing support and career advisement to less- experienced individuals—typically, protégés (DuBrin, 2015). In the mentoring process, it is recommended that the mentee selects his or her own mentor, who helps make the decisions in the development process and formulates professional relationships. Of course, this type of selection can be viewed as a non-objective approach, and this approach indicates the ability to develop the information and relationship based on various

UNIT VII STUDY GUIDE

Growth and Development

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key factors in identifying and selecting the desired mentor. In selecting a mentor, some mentees will use factors such as similar background, history, and kinship (genuine interest or relationship). There are various characteristics and types of mentoring. Please refer to the unit’s assigned textbook reading to identify some specifics. The types of mentoring include the different age or experience mentoring, e- mentoring, and coworker mentoring. A mentor should develop and maintain a relationship that is conducive and productive for the well-being of the mentee as well as the organization. The textbook identifies specific details on mentoring behaviors that can be applied as the mentor or mentee relationship develops. Training: What is Training? “Training is the process of helping others acquire a job-related skill” (DuBrin, 2015, p. 287). The training can take place in various forms such as self-paced learning, instructor-led (classroom), on the job training, computer-based, or distance training. In addition to identifying how the training will be conducted, you should identify other key factors such as what training is needed, who needs training, why training is needed, and where will the training be conducted. In identifying the need for training, it is the manager’s and supervisor’s responsibility to assess the demand and determine what workers need. This can be done through surveys, comment cards, performance evaluations, expressed interest, need, or seniority. The textbook discusses some excellent training ideas in identifying the specifics in training the workers and what is important to consider as it relates to the basic training principles. Review the following website, which may be helpful for parents, students, and counselors in the area of education planning and learning: www.educationplanner.org Dealing with Difficult People Within any work environment, you will encounter difficult people including employees, customers, clients, and vendors, and you must successfully interact with those people and handle the situation. In doing this, it is crucial to understand the difficult person who is creating the problems for others (DuBrin, 2015). The textbook identifies various types of difficult people and some specifics for each. In dealing with difficult people, refer to the assigned reading to identify nine suggestions that can be helpful in these situations. Chapter 13 is based upon using positive political tactics, applying basic business etiquettes, and avoiding political blunders. Political tactics are viewed as developing contacts with key people, which enables one to control and influence others. Within any organization, you will find organizational politics—they are unavoidable. According to Dubrin (2015), the term “organizational politics refers to gaining power through any means other than merit or luck” (p. 301). Power and control are gained through the possession of political skills, emotional intelligence, social intelligence, and the ability to build a relationship with leaders to be successful. Business Etiquette In addition to creating a healthy image, one must consider other business etiquettes. DuBrin (2015) mentions “business etiquette is a special code of behavior required in work situations” (p. 307). Basic etiquettes can range from how you introduce someone, to the type of relationship that is developed and maintained, to your clothing and dining etiquettes. How people view you plays a vital role in your organizational success, so you should adopt basic business etiquettes to aid in developing your political stance within the organization. You can refer to the textbook to identify with all of the business etiquettes and the specifics. Building Relationships with Managers and Other Key People Networking is developing contacts with influential people inside and outside of the organization to create relationships that aid in the career development and advancement while providing the key to successful career growth and organizational development. As your political stance continues to grow, you must be able to successfully network. Networking opens doors to be identified and recommended for promotions and other assignments or responsibilities, so you should effectively communicate and interact with all levels of management and other key individuals. Social media is a platform that is being used to create and maintain some of these relationships. For example, LinkedIn is one of the many platforms used to help create the desired professional brand. The following two videos identify the purpose of LinkedIn and some important tips on networking:

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The Purpose of Your LinkedIn Profile https://www.youtube.com/watch?v=vtAeJebVlJI Click here for the video transcript. How to Network, Tips on Networking https://www.youtube.com/watch?v=KSiInRKN3ps Click here for the video transcript. Note: For other ways to identify how to build successful relationships, refer to the textbook. Building Relations with Co-workers and Other Work Associates Building relationships with co-workers is just as important as building relationships with management. The relationships with co-workers should be built on a professional level instead of a personal level. Co-workers are a direct link to networking and developing through the daily interactions with one another. By interacting with co-workers, you are creating alliances to help support getting your work accomplished and providing needed feedback in various instances (e.g., referrals or recommendations). In creating a working relationship, you should keep the following notions in mind: “maintain honest and open relationships, make others feel important, be diplomatic, exchange favors, ask for advice, share constructive gossip, minimize microinequities, and follow group norms” (DuBrin, 2015, p. 316). You can refer to the textbook to identify specifics for each. How to Avoid Blunders Blunders can be defined as power-eroding acts and can include insensitive acts or gestures. The textbook identifies some specific blunders. Committing those acts tarnishes your brand and the professional image you have worked hard to create through effective political skills and appropriate image or etiquette decorum. Committing these acts takes away from your professional aptitude and ability to lead due to lack of trust and doubt in leadership. To recover from committing one of the acts, you may want to consider avoiding defensiveness and demonstrating how you are more interested in making amends by correcting your actions, apologizing, taking corrective actions, and practicing self-adjustment.

Reference DuBrin, A. J. (2015). Human relations: Interpersonal job-oriented skills (12th ed.). Upper Saddle River, NJ:

Pearson.

Suggested Reading In order to access the following resources, click the links below: The following articles reflect how to get value from social media and leadership networks. You are encouraged to review this information. Leverage personality in social learning. (2012, September 5). Chief Learning Officer. Retrieved from

http://www.clomedia.com/2012/09/05/leverage-personality-in-social-learning/ Winn, B. (2016). Risky leadership networks: When leaders leak strategic knowledge. People & Strategy,

39(1), 56-58. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=http://search.ebscohost.com/login.aspx?direc t=true&db=bth&AN=112590908&site=ehost-live&scope=site

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Review the PowerPoint presentation on Chapter 12 and Chapter 13 to supplement the textbook reading and lesson content. Chapter 12: Helping Others Develop and Grow Click here to access the Chapter 12 PowerPoint presentation. Click here for the PDF version. Chapter 13: Positive Political Skills Click here to access the Chapter 13 PowerPoint presentation. Click here for the PDF version.

Learning Activities (Nongraded) Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit them. If you have questions, contact your instructor for further guidance and information. You may complete one or both activities.

1. Read the Interpersonal Relations Case 12.1 or Case 12.2 on pp. 297-298, and answer the case questions for the case you have chosen.

2. Read the Interpersonal Relations Case 13.1 or Case 13.2 on pp. 325-326, and answer the case

questions for the case you have chosen.