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Developing  Management  Skills  

Chapter  1:   Developing  Self-­‐Awareness  

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Learning  Objec=ves  

Increase  personal  awareness  of  your:   1.  Sensi<ve  line   2.  Emo<onal  intelligence   3.  Personal  values  and  moral  maturity   4.  Cogni<ve  style   5.  Orienta<on  toward  change   6.  Core  self-­‐evalua<on  

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Keys  to  Self-­‐  Awareness  

“Know  Thyself”   Carved  on  the  temple  to  the  Oracle  at  Delphi  

  “He  that  would  govern  others  must  first  

master  himself”   Messinger  

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The  Enigma  of     Self-­‐Awareness  

  • Seeking  self  knowledge  is  a   prerequisite  for  personal  growth.  

• However,  we  avoid  seeking   informa<on  about  ourselves  because   it  may  make  us  feel  inferior.  

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The  Sensi=ve  Line  

The  point  at  which  individuals  become   defensive  when  encountering   informa<on  about  themselves  that  is   inconsistent  with  their  self-­‐concept.  

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Crossing  the     Sensi=ve  Line  

Our  sensi<ve  line  is  less  likely  to  be   crossed…  

• When  informa<on  is  verifiable,   predictable  and  controllable.  

• When  we  self-­‐disclose.    

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Apprecia=ng  Individual  Differences  

Differences   •  We  observe  

differences  

•  Apprecia<ng   differences  helps   eliminate  social   barriers  

Dis<nc<ons   •  We  create  dis<nc<ons  

•  Making  dis<nc<ons   creates  social  barriers  

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Five  Areas  of     Self  Awareness  

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Emo=onal  Intelligence  

• Difficult  to  measure  and  define.   • Considered  to  be  an  important   measure  of  managerial  success.  

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Components  of     Emo=onal  Intelligence  

•  The  ability  to  diagnose  and  recognize   your  own  emo<ons.  

•  The  ability  to  control  your  own   emo<ons.  

•  The  ability  to  recognize  and  diagnose   the  emo<ons  of  others.  

•  The  ability  to  respond  appropriately   to  emo<onal  cues.  

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Values  

•  Founda<on  for  aZtudes  and  personal   preferences  

•  Basis  for  important  life  decisions   •  Help  to  define  morality  and  ethics  

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Trompenaars  Cultural  Value   Dimensions  

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Personal  Values  

•  Instrumental  Values:  desirable   standards  of  conduct  for  a]aining  an   end  

•  Terminal  Values:  desirable  ends  or   goals  for  the  individual  

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Values  that     Managers  Desire  

•  Sense  of  Accomplishment   •  Self-­‐Respect   •  A  Comfortable  Life   •  Independence  

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Kohlberg’s  Stages  of     Moral  Development  

A.  Preconven<onal  (Self-­‐Centered)  

B.  Conven<onal  (Conformity)    

C.  Postconven<onal  (Principled)  

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Recent  Examples  of  Unethical   Decision  Making  

•  Enron  collapse   •  Bernie  Madoff   •  Lance  Armstrong   •  Hewle]-­‐Packard  spying  scandal    

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Ethical  Decision  Making  And   Values  

• Most  managers  feel  they  are  under   pressure  to  compromise  standards  to   meet  company  goals*  

• Conflict  between  maximizing   economic  and  social  performance  

  *  Study  by  American  Management  Associa<on.    

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Standards  for  Making  Ethical   Decision  

•  Front  Page  Test   •  Golden  Rule  Test   •  Dignity  and  Liberty  Test   •  Equal  Treatment  Test   •  Personal  Gain  Test   •  Congruence  Test   •  Procedural  Jus<ce  Test   •  Cost-­‐Benefit  Test   •  Good  Night’s  Sleep  Test   •  Virtuousness  Test  

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Cogni=ve  Style  

An  individual’s  inclina<on  to  perceive,   interpret,  and  respond  to  informa<on  in   a  certain  way  

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Dimensions  of  Cogni=ve  Style  

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APtudes  Toward  Change  

Graduates  of  management  schools   today  will  face  an  environment  unlike   any  person  has  ever  experienced  before  

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Change  Orienta=on  

Tolerance  of  Ambiguity:  The  extent  to   which  individuals  are  comfortable   coping  with  unclear  situa<ons.    

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Change  Orienta=on  (cont’d)  

Locus  of  Control:  The  aZtude  people   develop  regarding  the  extent  to  which   they  control  their  own  des<nes.  

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Locus  of  Control  

Internal  Locus  of  Control:     “I  was  the  cause  of  the  success  or   failure.”  

External  Locus  of  Control:     “Something  else  caused  the  success   or  failure.”  

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Internal  Locus  of  Control  

Associated  with…     •  Managerial  success  (at  least  in  North   America)  

•  Less  aliena<on  from  work   environment  

•  More  sa<sfac<on  at  work   •  Less  stress   •  More  posi<on  mobility  

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External  Locus  of  Control  

•  Most  commonly  found  in  managers   from  Eastern  cultures  

•  Tend  to  use  coercive  power  more   than  internal  leaders  

•  Perform  poorly  in  stressful  situa<ons  

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Personality  

Personality:  The  rela<vely  enduring   traits  that  makes  an  individual  unique.      

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Determinants  of  Personality  

•  Some  of  our  personality  may  be   a]ributed  to  biology  and  gene<cs  

•  However,  people  can  make  changes   to  their  personality  if  they  are   determined  

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Personality  Traits  

The  Big  Five  Dimensions  of   Personality   1.   Extraversion   2.   Agreeableness   3.   Conscien<ousness   4.   Neuro<cism   5.   Openness  

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Core  Self-­‐Evalua=ons  

Core  evalua<ons  subconsciously   influence  people’s  appraisal  of   themselves,  the  world,  and  others.  

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Core  Self-­‐Evalua=on  

Four  Components   1. Self-­‐Esteem   2. Generalized  Self-­‐Efficacy   3. Neuro<cism   4. Locus  of  Control  

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The  Effects  of     Core  Self-­‐Evalua=ons  

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Self-­‐Awareness  and  Managerial   Implica=ons  

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Behavioral  Guidelines  

• Iden<fy  your  sensi<ve  line   • Use  the  dimensions  of  na<onal  culture   to  understand  differences  between  your   values  and  those  of  other  cultures  

• Iden<fy  a  set  of  principles  on  which  you   will  base  your  behavior  

• Seek  ways  to  expand  your  cogni<ve   style,  tolerance  for  ambiguity  and  locus   of  control  

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Behavioral  Guidelines  

• Enhance  your  emo<onal  intelligence  by   monitoring  your  responses  to  others  

• Develop  your  core  self-­‐evalua<on  by   capitalizing  on  strengths  and   accomplishments  

• Engage  in  honest  self-­‐disclosure   • Keep  a  journal  for  self-­‐analysis    

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Copyright  Informa=on  

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