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Who are you; who are others?

Who are you; who are others?. Self awareness; diversity and ethical decision making. Self awareness. Why does it matter to me as a manager?. Why Increase Your Self-awareness?. Establish an Understanding of Your Existing Aptitude to Manage To Be Able to Continually Improve Your Skills

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Who are you; who are others?

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  1. Who are you; who are others? Self awareness; diversity and ethical decision making

  2. Self awareness • Why does it matter to me as a manager?

  3. Why Increase Your Self-awareness? • Establish an Understanding of Your Existing Aptitude to Manage • To Be Able to Continually Improve Your Skills • Learn How to Self-direct Your Managerial Career • Guide ethical decision making • Understand and appreciate diversity

  4. The Enigma • Oh I see now! • This makes me uncomfortable

  5. The sensitive line • The point at which individuals become defensive or protective about themselves when they encounter information that is inconsistent with their self-concept or when encountering pressure to change their behaviour. • Where is the line drawn?

  6. So… how can change occur • If information is verifiable, predictable and controllable • Not unexpected or out of the blue • You have had some input in the process • Involve others in process • Self-disclosure leads to self discovery • Systematic process of discovery…

  7. How to Increase Your Self-awareness • Individual Data Gathering • Learning from Experience

  8. How to Increase Your Self-awareness(continued) • Individual Data Gathering • Learning from Experience • Experience-goal Matching • Keeping a Journal

  9. How to Increase Your Self-awareness(continued) • Reflection • Self-assessment Inventories

  10. How to Increase Your Self-awareness(continued) • Self-assessment Inventories • SAQ 1: Is Management for You? • SAQ 2: What’s Your Preference: Leadership or Management? • SAQ 3: What’s Your Emotional Intelligence at Work?* • SAQ 4: Cognitive Style Self-assessment* • SAQ 5: Leadership Assumptions Questionnaire • Tolerance of Ambiguity

  11. SAQ 3: What’s Your Emotional Intelligence at Work? • Five Basic Components of Emotional Intelligence • Self-awareness • Managing Emotions • Motivating Oneself • Empathy • Social Skill

  12. Interpretation: Cognitive Style Self-assessment • Theory of Personality • Preferences • Introvert • Extrovert • Psychological Functions • Perceiving • Judging • Dominant Process • Perception-Judgment Combinations

  13. Exhibit 2.3:

  14. SAQ 5: Leadership Assumptions Questionnaire • Theory X • Theory Y

  15. Tolerance of Ambiguity • Novelty indicates the extent to which you are (in)tolerant of new, unfamiliar information or situations. • Complexity score indicates the extent to which you are (in)tolerant of multiple, distinctive or unrelated information. • Insolubility indicates the extent to which you are in(tolerant) of problems that are very difficult to solve because, for example, alternative solutions are not evident, information is not available, or the problem components seem unrelated to each other. • Remember, the higher the score(s) the more intolerant of ambiguity you scored.

  16. How to Increase Your Self-awareness (continued) • Soliciting Feedback from Others • Who? • 360 degree feedback • Personal coaches or mentors • Model for Self-disclosing and Soliciting Feedback • The Johari Window

  17. Exhibit 2.5: Johari Window

  18. Exhibit 2.6: Guidelines for Soliciting Feedback Step 1. Identify areas in which feedback would be of most value. Step 2. Assess the relative value of monitoring versus inquiring behaviors. Step 3. Inform others of the specific areas in which you desire feedback. Step 4. Managers should make themselves accessible to relevant others. Step 5. Managers should monitor their own behavior. Step 6. Managers should ensure that they have understood the sender’s message. Step 7. Provide positive reinforcement for feedback provided by others.

  19. Valuing Diversity

  20. Concepts • Understanding and Managing Those Who Are Dissimilar from Us and from Each Other • Understanding How Cultural Diversity Affects Expectations and Behavior

  21. What is Diversity? • Age • Ethnic Heritage • Gender • Mental/physical Abilities • Race • Sexual Orientation

  22. Exhibit 4.1: The Diversity Wheel

  23. Old vs. New Canada Is Facing: • A Shrinking Labor Pool • An Aging Workforce • More Women in the Workforce • Increasing Numbers of Immigrants • Globalization of Business

  24. How OrganizationsPromote Diversity • Fairness and Justice • Decision-making and Performance • Flexibility

  25. Diversity’s Importanceto Managers • Accountability • Development • Recruitment

  26. Exhibit 4-1: Selected Common Diversity Practices • ACCOUNTABILITY PRACTICES • Top management’s personal intervention • Internal advocacy groups • Emphasis on EEO (equal-employment opportunity) statistics, profiles • DEVELOPMENT PRACTICES • Diversity training programs • Networks and support groups • Development programs for all high-potential managers • RECRUITMENT PRACTICES • Targeted recruitment of non-managers • Key outside hires • Extensive public exposure on diversity See text for complete listing of Practices . . .

  27. What Can the IndividualManager Do? • Fully Accept Diversity • Recruit Broadly • Select Fairly • Provide Orientation and Training for Minorities

  28. What Can the IndividualManager Do? (continued) • Be Sensitize to Non-minorities • Strive to Be Flexible • Seek to Motivate Individually • Reinforce Employee Differences

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