Self Management Project MGT 494

1. Self Management Project MGT 494 Lecture-4

2. Recap • Why is Teamwork Important? • Principle of Teamwork

3. Team Work • Fosters flexibility and responsiveness, especially the ability to respond to change. • Pleases customers who like working with good teams (sometimes the customer may be part of the team). • Promotes the sense of achievement, equity and camaraderie, essential for a motivated workplace. • When managed properly, teamwork is a better way to work!

4. Better Learning Curve • Promoting teamwork in the workplace is often recommended as one can see a better learning curve. • There are a number of people in the team. • Knowingly or unknowingly the team members continue to learn from each others knowledge and thereby enhance their own knowledge, skills and capabilities, which goes a long way in enhancing the work abilities of a person.

5. Personal Accountability • Although the teamwork skills in the workplace are put to test, when one works in a team, it also helps to increase personal accountability. • Every individual has targets set for himself for which he, and he alone, is responsible. • When each of the members reaches his individual goal, the organizational goal can be achieved faster. • It is this accountability, which eventually helps in achieving the larger goal set forward by the organization.

6. Today’s Lecture • Basic concepts of self-management • Six self-management competencies

7. Self-Management • Self-management consists of the personal power to control what happens in our own mental and physical spaces, our ability to control what we do and how we do it; it's our competence and commitment to manage our own lives.

8. Self-Management • In its simplest sense, self-management means satisfying basic needs for food, clothing, and shelter. In a broader sense, self-management is the ability to manipulate ourselves and the things or processes in the world in which we live, to satisfy our wants, needs, and requirements, and to fulfill our ambitions.

9. Management of Power • Management of any kind implies more than the exercise of power; it implies control. • We can control or manage things, processes, and events in our lives even if it appears as if we don't. • We choose the processes in which we're engaged, and, even if we feel we can't escape them, we have actually chosen not to try. • Choosing to manage what's in our span of control is the first step toward self-management.

10. Systematic Approach • It takes a disciplined and systematic approach to develop our personal power. • We also need a vision for our lives that focuses our self-management competencies on the pursuit of personal, lifelong goals and objectives. • Discipline and self-management competencies, if exercised, create freedom, but self-management implies responsible freedom, taking ownership of our lives, our work, and the consequences for our actions. • It requires learning to adapt those competencies to the life we envision for ourselves.

11. Six Competencies of Self-Managed People • Everyone has the capacity for becoming self-managed, which involves six competencies that can be learned through training and practice: • Wholeness • Self-confidence • Self-awareness • Drive • Self-respect/self-esteem • Respect for others.

12. Wholeness • The whole person provides the background and support for managing ourselves for integrating the experiences, thoughts, feelings, emotions, values, and actions that go into making us who we are. • At the same time, the more competent we become at integrating those aspects of our lives, the more secure our wholeness becomes.

13. Wholeness • Wholeness also means pulling together two very different approaches to life in general and to problem solving or planning in particular, distinctions that are very important to a self-management. • Many exercises or activities require analytic, linear (left brain) thinking, useful for the step-by-step processes we use for organizing life and work

14. Self-Confidence • Developing a life vision, with long-term goals and objectives, engenders a sense of security, self-confidence, and belief in oneself. Self-confidence requires the ability to: • Act on principle • Acquire knowledge • Develop abilities • Accept disagreement • Develop strong opinions • Feel and express realistic optimism • Take responsibility

15. Act on principle • This means establishing a set of values (a moral code) and living in accordance with them. • It also means deciding what we want for ourselves and determining that it is right, that it gives meaning to our lives, and adds value to the lives of other people and to the world in which we live.

16. Acquire knowledge and decide that our beliefs are accurate and that they are useful for ourselves and for other people. • Develop abilities and translate what we know into what we do, being creative or innovative as well as skilled. • Develop strong opinions and feel a passion or intensity about what we believe, want, or need.

17. Accept disagreement and negative feedback without defensiveness or a need to explain ourselves; disagree with other people and give negative feedback; be influenced by other people when we see value in their points of view. • Feel and express realistic optimism, having the patience and the insight to follow the lead of other people as well as having patience with events over which we have no control. • Take responsibility and be accountable for getting results.

18. Summary • Basic concepts of self-management • Six self-management competencies

19. Next Lecture • Six self-management competencies • Self-Awareness • Drive • Self-Respect/Self-Esteem • Respect for Others • Training for Self-Management?