Developing Management Skills and Self-Awareness

1. Developing Management Skills Introduction to Management Skills and Developing Self-Awareness

2. Learning Objectives Introduce the importance of management skills and identify essential skills Understand the five aspects of self-awareness and assess them in ourselves and others Identify the different dimensions of national cultural values and how they dominate in certain countries

3. Today’s Agenda • Introduction to management skills • Exercise: Startup.com movie clip • Self-awareness and emotional intelligence • Cultural values and dimensions (Hofstede, Trompenaars) • Cognitive styles, change and personality • Exercise: Diagnosing managerial characteristics (p. 90)

4. Management skills, while critical to effective organizations, are also important to managing one’s life and relationships with others.

5. Good Managers… • Ensure employment security • Selectively hire • Foster decentralization • Institute high pay levels • Train extensively • Reduce status differences • Share information • (Pfeffer, 1998)

6. Bad Managers…

7. Bad Managers… • Communicate poorly • Lack interpersonal skills • Do not delegate properly • Do not empower others • Are distrustful • Do not plan • Give feedback poorly • Have trouble motivating others • Camp & Simonetti (2001)

8. Skills of Effective Managers • Verbal communication (including listening) • Managing time and stress • Decision-making • Problem-solving • Motivating and influencing • Delegating • Goal setting • Self-awareness • Team building • Managing conflict • Whetten and Cameron

9. Skills needed to get a job • Verbal communication • Listening • Enthusiasm • Written communication • Technical competence • Appearance • (Curtis et al. 1989)

10. Management Skills are: • Behavioral • Controllable • Developable • Interrelated and overlapping • (Can be) contradictory or paradoxical

11. Startup.com clip • How are Tom and Kaleil different as people and how are their personalities reflected in the roles they each assume in the organization? • Analyze the communication patterns at govworks.com, identifying examples of both effective and ineffective communication. • Describe how the following activities are conducted at govworks.com: conflict management, decision making, establishing priorities, information analysis and integration, motivation and team leadership. How do you think a manager in a larger organization might approach these same activities?

12. Chap. 1: The Enigma of Self-Awareness Seeking self knowledge is a prerequisite for personal growth. However, we avoid seeking information about ourselves for fear of crossing the ‘sensitivity line’ where we become defensive and rigid.

13. Five Areas of Self Awareness

14. Emotional Intelligence http://www.youtube.com/watch?v=K6zIssWbrFw • 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.

15. Values Basic convictions about what is right/wrong, good/bad… Foundation for attitudes and personal preferences Basis for important life decisions Help to define morality and ethics Learned from the culture in which one is reared Cultural differences result in varying management practices

16. Values in Culture 16

17. Values in Culture 17

18. Hofstede’s Cultural Dimensions Power distance Uncertainty avoidance Individualism/collectivism Masculinity/femininity

19. Power Distance Extent to which less powerful members of institutions and organizations accept that power is distributed unequally High power distance countries: people blindly obey superiors; centralized, tall structures (e.g., Mexico, South Korea, India) Low power distance countries: flatter, decentralized structures, smaller ratio of supervisor to employee (e.g., Austria, Finland, Ireland)

20. Uncertainty Avoidance When people feel threatened by ambiguous situations; create beliefs and institutions to avoid such situations High uncertainty avoidance countries: high need for security, strong belief in experts and their knowledge; structured organizational activities, more written rules, less managerial risk taking (e.g., Germany, Japan, Spain) Low uncertainty avoidance countries: people more willing to accept risks of the unknown, less structured organizational activities, fewer written rules, more managerial risk taking, higher employee turnover, more ambitious employees (e.g., Denmark and Great Britain)

21. Individualism/Collectivism Tendency of people to look after themselves and immediate family only High individualism countries: wealthier, protestant work ethic, greater individual initiative, promotions based on market value (e.g., U.S., Canada, Sweden) High collectivism countries: poorer, less support of Protestant work ethic, less individual initiative, promotions based on seniority (e.g., Indonesia, Pakistan)

22. Masculinity/Femininity High masculine countries: stress earnings, recognition, advancement, challenge, wealth; high job stress (e.g., Germanic countries) High feminine countries: emphasize caring for others and quality of life; cooperation, friendly atmosphere., employment security, group decision making; low job stress (e.g., Norway)

23. Hofstede’s Dimensions

24. Hofstede’s Country Clusters

25. 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 25

26. Universalism vs. Particularism Universalism: ideas and practices can be applied everywhere High universalism countries: formal rules, close adherence to business contracts (e.g., Canada, U.S., Netherlands, Hong Kong) Particularism: circumstances dictate how ideas and practices apply; High particularism countries often modify contracts (e.g., China, South Korea)

27. Individualism vs. Communitarianism Individualism: people as individuals Countries with high individualism: stress personal and individual matters; assume great personal responsibility (e.g., Canada, Thailand, US, Japan) Communitarianism: people regard selves as part of group Value group-related issues; committee decisions; joint responsibility (e.g., Malaysia, Korea)

28. Neutral vs. Emotional Neutral: culture in which emotions not shown High neutral countries, people act stoically and maintain composure (e.g., Japan and U.K.) Emotional: Emotions are expressed openly and naturally High emotion cultures: people smile a lot, talk loudly, greet each other with enthusiasm (e.g., Mexico, Netherlands, Switzerland)

29. Specific vs. Diffuse Specific: large public space shared with others and small private space guarded closely; strong separation work and personal life (e.g., Austria, U.K., U.S.) Diffuse: public and private spaces similar size, public space guarded because shared with private space; work and private life are closely linked (e.g., Venezuela, China, Spain)

30. Achievement vs. Ascription Achievement culture: status is based on how well people perform their functions (e.g. Austria, Switzerland, U.S.) Ascription culture: status is based on who or what person is (e.g., Venezuela, China, Indonesia)

31. Time Sequential: only one activity at a time; appointments kept strictly, follow plans as laid out (e.g. U.S.) Synchronous: multi-task, appointments are approximate, schedules subordinate to relationships (e.g., France, Mexico) Present vs. Future: Future more important (Italy, U.S., Germany) Present more important (Venezuela, Indonesia All 3 time periods equally important (France, Belgium

32. Internal vs. External Control Inner-directed: people believe in controlling outcomes (U.S., Switzerland, Greece, Japan) Outer-directed: people believe in letting things take their own course (China, many other Asian countries)

33. Cognitive Styles Knowing Style: emphasize facts, details, data; focus on logic Planning Style: emphasize structure, preparation, planning; focus on rules and procedures Creating Style: emphasize experimentation, non-rational thinking, creativity; focus on brainstorming and spontaneity

34. Change Orientation Tolerance of Ambiguity: The extent to which individuals are comfortable coping with unclear situations. Locus of Control: The attitude people develop regarding the extent to which they control their own destinies.

35. Locus of Control

36. Internal Locus of Control Bias toward people with this orientation in North America Less job strain and more position mobility More likely to be leaders Perform better under stress

37. Personality Traits (The Big 5)http://www.outofservice.com/bigfive/ • Extraversion • Sociable, talkative vs. withdrawn, shy 2. Agreeableness • Tolerant, Cooperative vs. cold, curt 3. Conscientiousness • Dependable, responsible vs. careless, impulsive 4. Neuroticism • Stable, confident vs. depressed, anxious 5. Openness • Curious, original vs. predictable, unimaginative

38. Core Self-Evaluation Four Components: 1. Self-Esteem 2. Generalized Self-Efficacy 3. Neuroticism 4. Locus of Control 38

39. Self-Awareness and Managerial Implications

40. Behavioral Guidelines • Identify your sensitive line • Use the dimensions of national culture to understand differences between your values and those of other cultures • Identify principles on which you will base your behavior • Seek ways to expand your cognitive style, tolerance for ambiguity and locus of control • Enhance your emotional intelligence by monitoring your responses to others

41. Exercise: Diagnosing Managerial Characteristics • Read the four summaries • Form groups of 3-4 people to discuss the questions on p.92

42. Next Steps • Finalize groups for final project • Read textbook chapter 3