Developing Management Skills

1. Developing Management Skills Chapter 1: Developing Self-Awareness 1-

2. Learning Objectives • Understand your sensitivity line • Clarify personal values and moral maturity level • Apply your personal learning style • Discover your orientation toward change • Identify your interpersonal style 1-

3. Keys dimensions of Self- Awareness • knowledge of the self: core of human behavior • The ancient dictum “Know Thyself”was carved on the Oracle at Delphi • Oracle at Delphi : mystical sanctuary where kings and generals sought advice on matters of greatest importance to them • “He that would govern others must first master himself” Messinger 1-

4. Self-awareness • Self-awareness: the ability to master oneself • Self-management : • self-awareness • other self-management skills closely linked to and build upon self-awareness: • Developing self-control • clarifying priorities and goals => help individuals create direction in their own lives. • managing time • managing stress. =>make it possible for individuals to adapt to and organize their surroundings.

5. Hierarchy of Personal Life-Management Skills 1-

6. Self-awareness • problems in personal management: • recognized symptoms : pressures or experienced stress. • fundamental problems with self-awareness and out-of-balance priorities => focus on enhancing knowledge of oneself.

7. Self-awareness • knowledge of oneself (self-awareness, self-insight, self-understanding) is essential : • to productive personal & interpersonal functioning • In understanding and empathizing with other people.

8. The Enigma of Self-Awareness • the knowledge we possess about ourselves is central to improving our management skills. • We cannot improve ourselves or develop new capabilities unless and until we know what level of capability we currently possess. • individuals who are more self-aware are more healthy, perform better in managerial and leadership roles, and are more productive at work • self-knowledge may inhibit personal improvement rather than facilitate it: • Individuals evade personal growth and new self-knowledge. • They resist acquiring additional information in order to protect their selfesteem or self-respect. • New knowledge about themselves will be : • negative • feelings of inferiority, • weakness, • evilness, • shame.

9. The Enigma of Self-Awareness • Seeking knowledge of the self is an enigma: • It is a prerequisite for and motivator of growth and improvement, • but it may also inhibit growth and improvement. • It may lead to stagnation because of fear of knowing more.

10. The Sensitivity Line • The point at which individuals become defensive when encountering information about themselves that is inconsistent with their self-concept or when encountering pressure to alter their behavior.. 1-

11. The Sensitivity Line • The more discrepant the information or the more serious its implications for your self concept, the closer it would approach your sensitive line, and you would feel a need to defend yourself against it. • Threat-rigidity response: response to defend yourself against the information to protect the image you hold of yourself.

12. The Sensitivity Line • When individuals are threatened, when they encounter uncomfortable information, or when uncertainty is created, they tend to become rigid. They hunker down, protect themselves, and become risk averse.

13. The Sensitivity Line • Individuals become rigid psychologically and emotionally when they encounter information that is a threat to their self-concept. • They tend to redouble their efforts to protect what is comfortable and familiar • They rely on first-learned or most reinforced behavior patterns and emotions. • When discrepancies in the self-image are encountered, the validity of the information or its source is denied, or other kinds of defense mechanisms are used to ensure that the self-concept remains stable. • Crossing the sensitive line creates rigidity and self-preservation.

14. Crossing the Sensitivity Line The Sensitivity Line • When information is verifiable, predictable and controllable. • When we self-disclose so others can provide insights into your behavior. 1-

15. The Sensitivity Line • The enigma of self-awareness can be managed by : • exercising some control over when and what kind of information you receive about yourself • involving others in your pursuit of self-understanding. • The support and feedback individuals receive from others during the process of self-disclosure, besides helping to increase feedback and self-awareness, helps information contribute to greater self-awareness without crossing the sensitive line.

16. Appreciating Individual Differences Differences • We observe differences • Eliminates social barriers Distinctions • We create distinctions • Create social barriers 1-

17. Five Areas of Self Awareness 1-

18. Emotional Intelligence • Difficult to measure and define. • Considered to be an important measure of managerial success. 1-

19. Components of Emotional Intelligence • The ability to diagnose and recognize your own emotions. • The ability to control your own emotions. • The ability to recognize and diagnose the emotions of others. • The ability to respond appropriately to emotional cues. 1-

20. Values • Foundation for attitudes and personal preferences • Basis for important life decisions • Help to define morality and ethics 1-

21. Trompenaars Cultural Value Dimensions • Universalism vs. Particularism • Individualism vs. Collectivism • Affective vs. Neutral • Specific vs. Diffuse • Achievement vs. Ascription • Past and Present vs. Future • Internal vs. External 1-

22. Personal Values • Instrumental Values: desirable standards of conduct for attaining an end • Terminal Values: desirable ends or goals for the individual 1-

23. Values that Managers Desire • Sense of Accomplishment • Self-Respect • A Comfortable Life • Independence 1-

24. Kohlberg’s Stages of Moral Development • Preconventional (Self Centered) • Conventional (Conformity) • Postconventional (Principled) 1-

25. Ethical Decision Making And Values Benefits awareness of your own level of values maturity

26. Ethical Decision Making And Values • American public rates the honesty, integrity, and concern for moral values of American business executives as abysmal • Executives are dishonest, overly profit-oriented, and willing to step on other people to get what they want • Although 9 out of 10 companies have a written code of ethics, evidence exists to support public perceptions that these documents are not influential in assuring high moral conduct.

27. Recent Examples of Unethical Decision Making • Enron • Martha Stewart • Ford Motor Company • Firestone 1-

28. Ethical Decision Making And Values • Most managers feel they are under pressure to compromise standards to meet company goals* • Conflict between maximizing economic (revenues, costs, profits …) social performance (obligations to customers, employees, suppliers) * Study by American Management Association. 1-

29. Ethical Decision Making And Values • Most ethical trade-offs are conflicts between two desirable ends: economic versus social performance • Individuals who effectively manage ethical trade-offs are those who have a clear sense of their own values and who have developed a principled level of moral maturity. • They have articulated and clarified their own internal set of universal, comprehensive, and consistent principles upon which to base their decisions.

30. Standards for Making Ethical Decision • Front Page Test • Would I be embarrassed if my decision became a headline in the local newspaper? • Would I feel comfortable describing my actions or decision to a customer or stockholder? • Golden Rule Test: • Would I be willing to be treated in the same manner? • Dignity and Liberty Test • Are the dignity and liberty of others preserved by this decision? • Is the basic humanity of the affected parties enhanced? • Are their opportunities expanded or Curtailed?

31. Standards for Making Ethical Decision • Equal Treatment Test • Are the rights, welfare, and betterment of minorities and lower status people given full consideration? • Does this decision benefit those with privilege but without merit? • Personal Gain Test: • Is an opportunity for personal gain clouding my judgment? • Would I make the same decision if the outcome did not benefit me in any way? • Congruence Test: • Is this decision or action consistent with my espoused personal principles? • Does it violate the spirit of any organizational policies or laws?

32. Standards for Making Ethical Decision • Procedural Justice Test • Can the procedures used to make this decision stand up to scrutiny by those affected? • Cost-Benefit Test • Does a benefit for some cause unacceptable harm to others? • How critical is the benefit? Can the harmful effects be mitigated? • Good Night’s Sleep Test • Whether or not anyone else knows about my action, will it produce a good night’s sleep?

33. Cognitive style An individual’s inclination to perceive, interpret and respond to information in a certain way 1-

34. Cognitive style

35. Cognitive style • Cognitive styles are not the same as personality types. • They are not inherent attributes. • They are inclinations toward information and learning that we have developed over time. => cognitive styles can be altered and changed through practice and conscious development • No one is predestined to think in a particular way.

36. Cognitive style

38. Attitudes Toward Change Graduates of management schools today will face an environment unlike any person has ever experienced before 1-

39. Change Orientation Tolerance of Ambiguity: The extent to which individuals have difficulty coping with unclear situations. 1-

40. Change Orientation (cont’d) Locus of Control: The attitude people develop regarding the extent to which they control their own destines. 1-

41. Locus of Control • When individuals receive information about the success or failure of their own actions, they differ in how they interpret that information. • People receive reinforcements, both positive or negative, as they attempt to make changes around them.

42. Locus of Control • Internal Locus of Control: • individuals interpret the reinforcement they receive to be contingent upon their own actions, “I was the cause of the success or failure for the change” • External Locus of Control: • individuals interpret the reinforcement as being a product of outside forces ‘Something else caused the success or failure.’ 1-

43. Internal Locus of Control • Associated with successful management in North America: • People with an internal locus of control: (1) be attentive to aspects of the environment that provide useful information for the future, (2) engage in actions to improve their environment (3) place greater emphasis on striving for achievement, (4) be more inclined to develop their own skills, (5) ask more questions, (6) remember more information than people with an external locus of control.

44. Internal Locus of Control • Are less alienated from the work environment, • More satisfied with their work • Experience less job strain • More position mobility (promotions and job changes) • More likely to be leaders • Groups led by internals were more effective than those led by externals • Outperform externals in stressful situations, • Engage in more entrepreneurial activity, • More active in managing their own careers, • Have higher levels of job involvement than externals

45. Internal Locus of Control • Rely more on persuasion and expertise as a source of power • more satisfied with a participative management style than externals • internals -led firms VS external-led firms • engaged in more innovation, • more risky projects, • more leadership in the marketplace, • longer planning horizons, • more scanning of the environment, • more highly developed technology

46. 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 situations 1-

47. Internal VS External Locus of Control • internal locus of control is not a panacea for all management problems. • Internal locus of control is not always a positive attribute. • Individuals with an external locus of control are more inclined to initiate structure as leaders (to help clarify roles). • Internals are less likely to comply with leader directions • Internals are less accurate in processing feedback about successes and failures than are externals. • Internals have more difficulty arriving at decisions with serious consequences for someone else

48. Internal VS External Locus of Control • It is important to note that locus of control can shift over time, particularly as a function of the position held at work, • external locus of control does not inhibit individuals from attaining positions of power and influence at the top of organizations. • Therefore, no matter what your internal–external score, you can be a successful manager in the right setting, or you can alter your locus of control.

49. Internal VS External Locus of Control • People who interpret information about change as if they are in control of it, • who perceive themselves to be in charge of their own performance (and hence able to control outcomes related to that performance), • are more likely to be effective managers in most circumstances in our culture.

50. summary • The two key attitudes toward change— tolerance of ambiguity and locus are associated with success in management roles. • Knowing your scores on these two factors can: • help you capitalize on your strengths • enhance your potential for management success. • Positive managerial behaviors are associated with internal locus of control and tolerance of ambiguity, • possessing these orientations is neither an assurance of success as a manager nor a solution to the problems that managers face.