Developing Management Skills Tenth Edition PDF

Developing Management Skills Tenth Edition Chapter 1 Developing Self-Awareness Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Learning Objectives Increase personal awareness of your...

Developing Management Skills Tenth Edition Chapter 1 Developing Self-Awareness Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Learning Objectives Increase personal awareness of your: 1.1 Sensitive line 1.2 Emotional intelligence 1.3 Personal values and moral maturity 1.4 Character strengths 1.5 Cognitive style 1.6 Orientation toward change 1.7 Core self-evaluation Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Keys to Self-Awareness “Know Thyself.” – Carved on the temple to the Oracle at Delphi “He that would govern others must first master himself.” – Massinger Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved The Enigma of Self-Awareness Seeking self-knowledge is a prerequisite for personal growth. However, we avoid seeking information about ourselves because it may make us feel inferior. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved The Sensitive Line The point at which individuals become defensive when encountering information about themselves that is inconsistent with their self-concept. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Crossing the Sensitive Line Our sensitive line is less likely to be crossed… – When information is verifiable, predictable, and controllable – When we self-disclose Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Appreciating Individual Differences Differences – We observe differences – Appreciating differences helps eliminate social barriers Distinctions – We create distinctions – Making distinctions creates social barriers Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Figure 1.1 Five Core Aspects of Self-Awareness Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Emotional Intelligence Difficult to measure and define Considered to be an important measure of managerial success Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved 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 Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Values Foundation for attitudes and personal preferences Basis for important life decisions Help to define morality and ethics Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Trompenaars Cultural Value Dimensions (1 of 2) Table 1.1 Cultural Values Dimensions Value Dimensions Explanation Example of Countries with Dominance Universalism Societal rules and norms are valued. Norway, Sweden, Switzerland, United States Particularism Individual relationships are valued. China, Indonesia, Korea, Venezuela Individualism Individual contributions are valued. Austria, Denmark, Nigeria, United States Collectivism Team contributions are valued. Indonesia, Japan, Mexico, Philippines Affective Showing emotions is valued. France, Iran, Spain, Switzerland Neutral Unemotional responses are valued. China, Ethiopia, Japan, Korea Specific Segregating life’s roles is valued. Denmark, Holland, Sweden, United Kingdom Diffuse Integrating life’s role is valued. China, Korea, Nigeria, Singapore, Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Trompenaars Cultural Value Dimensions (2 of 2) Table 1.1 Cultural Values Dimensions Value Dimensions Explanation Example of Countries with Dominance Achievement Personal accomplishment is valued. Austria, Canada, Norway, United States Ascription Inherent attributes are valued. Czech Republic, Egypt, Indonesia, Korea Past and Present Past is tightly connected to future. France, Japan, United Kingdom Future Future is disconnected but valued. Netherlands, United States Internal Individual control is valued. Austria, Canada, United Kingdom, United States External Control comes from outside forces. China, Czech Republic, Egypt, Japan Source: F. Trompenaars and C. Hampden-Turner, (2012). Riding the Waves of Culture. Reprinted with the permission of the McGraw-Hill Companies. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Personal Values Instrumental Values: desirable standards of conduct for attaining an end Terminal Values: desirable ends or goals for the individual Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Values That Managers Desire Sense of Accomplishment Self-Respect A Comfortable Life Independence Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Kohlberg’s Stages of Moral Development A. Preconventional (Self-Centered) B. Conventional (Conformity) C. Postconventional (Principled) Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Character Strengths Appearance of Beauty Humanity Perspective Bravery Humor Prudence Creativity Judgment Self-Regulation Curiosity Kindness Social Intelligence Fairness Leadership Spirituality Forgiveness Love Teamwork Gratitude Love of Learning Honesty Perseverance Hope Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Recent Examples of Unethical Decision-Making Enron collapse Bernie Madoff Lance Armstrong Hewlett-Packard spying scandal Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved 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 Association. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Standards for Making Ethical Decision (1 of 2) Front Page Test Golden Rule Test Dignity and Liberty Test Equal Treatment Test Personal Gain Test Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved  Standards for Making Ethical Decision (1 of 2) (Quotes from textbook) “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?” “Equal treatment test: Are the rights, welfare, and betterment of minorities and people of lower status 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?” Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Standards for Making Ethical Decision (2 of 2) (quotes from textbook) “Congruence test: Is this decision or action consistent with my espoused personal principles? Does it violate the spirit of any organizational policies or laws?” “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? Virtuousness test: Does this represent the best of the human condition or the highest aspirations to which human beings aspire? Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Cognitive Style An individual’s inclination to perceive, interpret, and respond to information in a certain way. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Dimensions of Cognitive Style Table 1.4 Attributes of Three Dimensions of Cognitive Style Blank Attributes Possible Liabilities Knowing Emphasizes facts, details, and data Slow to make decisions Seeks clear, objective solutions Not very creative Focuses on validity, credibility of data Resistant to innovation Emphasizes accuracy and precision Intolerant of multiple views Planning Emphasizes planning and preparation Frustrated by the status quo Seeks agendas and outlines Intolerant of ambiguity Focuses on methods, processes, and follow-up Stressed by complexity Emphasizes clear actions and routine Difficulty handling illogical issues Creating Emphasizes creativity, risk-taking, and Resistant to structure innovation Tends to break rules Seeks novelty and ambiguity May make many mistakes Focuses on spontaneity and possibilities Tends to ignore data and Emphasizes interaction and getting many facts inputs Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Attitudes toward Change Graduates of management schools today will face an environment unlike any person has ever experienced before. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Change Orientation (1 of 2) Tolerance of Ambiguity: – The extent to which individuals are comfortable coping with unclear situations. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Change Orientation (2 of 2) Locus of Control: – The attitude people develop regarding the extent to which they control their own destines. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved 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.” Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Internal Locus of Control Associated with… – Managerial success (at least in North America) – Less alienation from work environment – More satisfaction at work – Less stress – More position mobility Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved 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 Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Core Self-Evaluations Core evaluations subconsciously influence people’s appraisal of themselves, the world, and others. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Personality Personality: – The relatively enduring traits that makes an individual unique. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Determinants of Personality Some of our personality may be attributed to biology and genetics. However, people can make changes to their personality if they are determined. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Personality Traits The Big Five Dimensions of Personality 1. Extraversion 2. Agreeableness 3. Conscientiousness 4. Neuroticism 5. Openness Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Core Self-Evaluation Four Components 1. Self-Esteem 2. Generalized Self-Efficacy 3. Neuroticism 4. Locus of Control Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Figure 1.2 The Effects of Core Self-Evaluation Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Self-Awareness and Managerial Implications Figure 1.3 Core Aspects of Self-Awareness and Managerial Implications Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Behavioral Guidelines (1 of 2) Identify your sensitive line. Use the dimensions of national culture to understand differences between your values and those of other cultures. Identify a set of principles on which you will base your behavior. Seek ways to expand your cognitive style, tolerance for ambiguity, and locus of control. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Behavioral Guidelines (2 of 2) Enhance your emotional intelligence by monitoring your responses to others. Develop your core self-evaluation by capitalizing on strengths and accomplishments. Engage in honest self-disclosure. Keep a journal for self-analysis. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved Copyright This work is protected by United States copyright laws and is provided solely for the use of instructors in teaching their courses and assessing student learning. Dissemination or sale of any part of this work (including on the World Wide Web) will destroy the integrity of the work and is not permitted. The work and materials from it should never be made available to students except by instructors using the accompanying text in their classes. All recipients of this work are expected to abide by these restrictions and to honor the intended pedagogical purposes and the needs of other instructors who rely on these materials. Copyright © 2020, 2016, 2011 Pearson Education, Inc. All Rights Reserved