To write a good reflective journal for each segment, it is recommended to work on self-assessment exercises at the beginning and end of each chapter and takes your notes. I suggest making a one page summary of each chapter notes. For example, for first reflective journal that is based on 6 chapters, summarize each chapter into one page and at the end of 6 chapters, you can write a reflective journal based on summaries of 6 chapters. While working on each chapter questionnaire you will be able to discover, for example your strengths, weaknesses, level of emotional intelligence, personality type etc., and based on these self-exploring exercises you will develop an action plan for self-improvement. In action plan, you’ll set an agenda of activities that you’ll be practicing to help you to improve your personality traits required for a good manager.Rubric for 1st Reflective Journal
To write a good reflective journal for each segment, it is recommended to work on selfassessment exercises at the beginning and end of each chapter and takes your notes. I suggest
making a one page summary of each chapter notes. For example, for first reflective journal that
is based on 6 chapters, summarize each chapter into one page and at the end of 6 chapters, you
can write a reflective journal based on summaries of 6 chapters.
While working on each chapter questionnaire you will be able to discover, for example your
strengths, weaknesses, level of emotional intelligence, personality type etc., and based on
these self-exploring exercises you will develop an action plan for self-improvement. In action
plan, you’ll set an agenda of activities that you’ll be practicing to help you to improve your
personality traits required for a good manager.
Your written 2-page double spaced reflective journal would be assessed based on the following
criteria:
No
1
2
3
Criteria
Clarity of purpose, identification of strengths,
weaknesses and action plan for self-improvement
Quality of idea/concept formation and synthesis of
material
Linking theoretical models presented in lessons to
applied perspectives.
Total
Marks
4
3
3
10
Building Management Skills
1st edition
Chapter 1: Your Manager Strengths
and Weaknesses
Managing and Discovering Yourself
When you think about Managing and Discovering
Yourself:
What are your initial thoughts concerning your strengths?
What are your initial thoughts concerning your weakness?
How would you like this course to help you evolve and develop?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Video Incident: Bakery Rivalry
Additional Thoughts
What were your first thoughts after viewing this video?
Do you feel the same about becoming a manager after
viewing the video?
Do you believe people come to work with the intention to
do a good job each day?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Discover Knowledge
You will develop into an effective manager much
more quickly if you discover your own unique set of
strengths and capabilities and learn how to make
the most of them in an organizational setting.
Each individual has some abilities that come
naturally
What are your unique set of strengths?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Individual Strengths
Complex Situations
Good Decisions
Working Under Pressure
Organization and Data Analysis
Managing Details and Project Management
Communicate with Direct Reports, Peers, Superiors
Others Strengths:
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Individual Weakness:
Grasping big picture
Verbal communication
Written Communication
Networking
Others:
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Talent, Knowledge, and Skills
Talent
Naturally recurring patterns of thought, feelings or
behavior.
These patterns happen naturally and do not have to be
forced.
What are your talents?
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Talent, Knowledge, and Skills
Knowledge
Consists of facts, information and experiences that are
linked together to become meaningful.
What is your best source of knowledge? Do you believe
that learning ever ends?
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Talent, Knowledge, and Skills
Skills
Accumulated knowledge that has been formalized into
behavior steps needed to adequately perform an activity.
Strengths express themselves through tangible skills. Skills
are the final outcome from developing your strengths.
Identify a strength that you would like to develop into a
management skill.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Why Discover Your Strengths?
“I have no special talent. I am only passionately
curious.”
Albert Einstein, theoretical physicist
“Talent is cheaper than table salt. What separates the
talented individual from the successful one is a lot of
hard work.”
Stephen King novelist
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Why Discover Your Strengths?
People are in a form of denial;
Hard to see ourselves clearly and objectively;
People bring life experiences to their ratings;
Many people tend to have an inflated or distorted view
of themselves based upon prior experiences;
Most people, interestingly, can enumerate their
weaknesses much more readily than their strengths.
WE TEND TO SAY WHAT WE CAN’T DO BEFORE WE TALK
ABOUT WHAT WE CAN DO!
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Twenty-four Personal
Character Strengths
Strength of Wisdom and Knowledge
Creativity, curiosity, love of learning, open-mindedness, perspective
Strength of Courage
Authenticity, bravery, persistence, zest
Strengths of Humanity
Kindness, love, social intelligence
Strengths of Justice
Fairness, leadership, teamwork
Strengths of Temperance
Forgiveness/mercy, modesty/humility, prudence, self-regulation
Strengths of Transcendence
Appreciation of beauty and excellence, gratitude, hope, humor,
religiousness/spirituality
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Twenty-four Personal
Character Strengths
Which of the twenty-four do you identify with and why?
To measure your own character strengths as listed,
complete the Brief Strengths test at
http://www.authentichappiness.sas.upenn.edu/default.
aspx.
(You will have to register, but there is no fee.)
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Role of Psychology: Focus on
Your Strengths!
The criteria for signature strengths include:
A sense of ownership of the strength (“This is the real
me.”)
A feeling of excitement while displaying or using the
strength
A rapid learning curve when using the strength
A yearning to use the strength
Invigoration rather than exhaustion when using the
strength
A feeling of motivation to use the strength!
What are your signature strengths?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Ten Strengths Related to
Manager Performance
1. Self-confidence
This is the foundation for many important manage
behaviors and refers to the assurance in one’s own ideas,
judgments, and capabilities.
2. Emotion Control
Being able to keep one’s emotions in check so that they
don’t interfere with relationships and goal attainment.
3. Focus
Give their attention to the immediate problem and then go
back to the long-term task without losing speed.
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Ten Strengths Related to
Manager Performance
4. Objectivity
Observe yourself, others and situations impartially
5. Relationship Building
Management means getting things done through and with
other people
6. Initiative
Strong capacity to begin an activity without procrastination
7. Goal-Directed Mindset
The ability to look forward and define a goal or vision for
the future!
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Ten Strengths Related to
Manager Performance
8. Ability to Organize
Capacity to arrange people, resources and activities into a
system
9. Time Management
High on self-regulation, allocate and use time efficiently
project and juggle tasks to complete the most important
jobs first
10. Agility
Revise and adjust your plans and change course when faced
with obstacles, setbacks, new data, or mistakes. Related
to one’s ability to adapt to change and to incorporate new
information.
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Ten Strengths Related to
Manager Performance
Which of the ten strengths are your
top three (3) strengths?
Why?
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Caring About Others
What would you do. . .?
What do you do when you
What does it feel like to be
care for someone?
cared about?
Express in your own words:
Express in your own words:
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Weak Points or Limitations
Theory of Constraints
Every system or process has one or a
few weaknesses that prevent it from
achieving maximum performance
What holds you back from maximum
performance?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Everyone Has Internal,
Personal Constraints
Minor constraints that don’t affect your work or
management ability
Constraints that managers can hire someone else to do
for them
Major constraints that can derail personal and/or
professional success.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
You Cannot Correct What You
Don’t See or Understand
Recognizing and admitting your
weaknesses, and understanding
when and why they create
problems for you, is a
significant step toward finding
ways to mitigate them!
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Why Managers Derail or Fail!
Managers fail when they cannot communicate effectively
to share critical information with employees or work
teams!
They may fail to listen to the concerns of people around
them, with potentially devastating results.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Manager Failure in Fast-Changing
Companies
Six Killer Constraints
Emotional Intelligence
Emotional Contagion
Managers who are able to maintain balance and keep
themselves motivated and can serve as positive role
models to help motivate and inspire those around them.
Is your Emotional Intelligence Contagious?
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Emotionally Competent Manager
Taken together, the four components shown in Exhibit
1.5 build a strong base of emotional intelligence that
you can use to avoid the six killer constraints.
Where are your strengths?
Where do you need to direct your efforts?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
You will develop into an effective manager more quickly
if you discover your strengths and capabilities and learn
how to make the most of them.
Everyone has natural talents; turn your natural talents
into strengths by supporting and reinforcing them with
learned knowledge and skills.
Ten strengths related to manager performance are selfconfidence, emotional control, focus, objectivity,
relationship building, initiative, goal-directed mindset,
ability to organize, time management, and agility.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need To Know: Summary
Equally important for managers to understand
limitations and weak points.
Some personal weaknesses can be serious enough to
constrain effective management and can derail a
manager’s career.
Having inadequate people skills is a serious constraint
for being an effective manager.
One survey found that the top two causes of manager
failure are poor communication and poor work
relationships.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Six killer constraints, or fatal flaws, are:
Never feeling good enough,
Being a marshmallow,
Playing Mr. Spock,
Running roughshod over others,
Demonstrating how self-control, and
Being overly critical.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Managers can develop emotional intelligence to
overcome or avoid the six killer constraints.
The four components of emotional intelligence are:
Self awareness
Self management
Social awareness
Relationship management
Your success as a manager will depend as much or more
on your emotional competence as on your technical
abilities.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Building Management Skills
1st edition
Chapter 2: Learning about Yourself
Managing Yourself
When you think about Learning about Yourself:
What are your initial thoughts?
How important do you believe self-awareness?
What are your values and how do they influence your work?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Video Incident: Never Good Enough
Additional Thoughts
What were your first thoughts after viewing this video?
How do you think personal values impacted behavior?
Do you believe in intuition? If yes, why? And if not, why?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Discover Yourself: Recap
Why do you think we are seeking to learn so much about
ourselves?
How do you think this will help us be more effective in the
workplace?
How do you think this will help us be better managers?
What did you learn about yourself that you did not know and
really like?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Discover Knowledge: Know Yourself
Well-developed defenses will distort reality to
protect us from truths that may hurt.
Most perceptual distortions are in our favor!
Our defenses act like a psychological immune
system that defends the mind against unhappiness
in the same way the physical immune system
defends the body against illness!
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Discover Knowledge: Know Yourself
Know yourself!
It is difficult to see one’s own characteristics objectively.
Systematic self-inquiry helps individuals discover
productive and nonproductive patters and preferences.
Many of us would be surprised to find out what others
honestly think about us.
What do you think people think about you?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Discover Knowledge: Know Yourself
Self-awareness means being aware of the internal
aspects of one’s nature; such as
personality traits,
beliefs,
emotions,
values,
strengths and limitations,
and appreciating how your patterns affect other people.
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SELF-AWARENESS IS
ESSENTIAL TO BEING AN
EFFECTIVE MANAGER!
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Discover Knowledge
Self-awareness is achieved:
By recognizing your needs, traits, patterns, preferences
and limitations
How self-aware are you?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Importance of Self-Awareness
A primary characteristic of effective leaders is that they
know who they are and what they stand for.
When managers deeply understand themselves, they
remain grounded and constant. People know what to
expect from them.
Knowing who we are and striving to better understand
ourselves maximizes our management skills.
Can you identify the effect you would have on the thought
and behavior of others in the workplace?
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How to Expand Your Self-Awareness
There are three (3) ways to enhance your selfawareness:
Soliciting Feedback
Seeking feedback can improve performance and job
satisfaction
Self-Diagnosis
Self-inquiry and reflection honestly; plus, examining yourself
objectively
Self-Disclosure
Sharing your fears, thoughts, emotions and concepts with
others
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How to Expand Your Self-Awareness
What is your Plan to Expand Your Self-Awareness?
Soliciting Feedback
Self-Diagnosis
Self-Disclosure
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Using the Johari Window to
Enhance Self-Awareness
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Key Individual Differences
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Understanding Personality
Personality: set of unseen characteristics
and thought processes that underlie a
relatively stable pattern of behavioral
response to people, ideas, and
circumstances.
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The Big Five Model of Personality
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The Big Five Model of Personality
These factors represent a continuum.
A person may have a low, moderate or high degree of each
quality.
Personality is only one influence on a manager’s performance,
and may other factors play a part in determining job success.
However, some characteristics appear more important for
certain types of jobs.
A high degree of conscientiousness seems to be the one
dimension of the Big 5 that is important for success in all
types of jobs and careers. Traits of agreeableness are
increasingly important for people in today’s collaborative
organization.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Thinking Styles and the Whole Brain
History of the Concept
1960s and 1970s: Left-Brain and Right-Brain
Left Brain: logical, analytical thinking and a linear
approach to problem-solving
Right Brain: creative, intuitive, values-based thought
processes
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The Whole Brain Model
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Jungian Types for Interacting
with the World
Psychologist Carol Jung took another approach to
understanding personality.
Jung noted that people’s thinking and behavior reflects
a relatively stable pattern based:
on how they prefer to go about gathering and evaluating
information
relating to people, and
interacting with the world.
Jung looked at mental preferences.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Myers-Briggs Type Indicator
Assessment
Myers-Briggs (MBTI): measures differences among
individuals in their psychological preferences for how
they interact with others and perceive the world
Four Pairs of attributes based on Jung’s concepts:
Introversion versus extraversion
Sensing versus intuition
Thinking versus feeling
Judging versus perceiving
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Myers-Briggs Type Indicator
Assessment
1. Introversion versus Extraversion: This dimension
focuses on where people gain interpersonal strength and
mental energy.
Extraverts (E)
gain energy from being around people and interacting with
others
Motivated by the outside world
Tend to speak or act first and think later
Introverts (I)
gain energy by being away from people to focus on personal
thoughts and feelings.
Motivated internally and tend to think first, then act.
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Myers-Briggs Type Indicator
Assessment
2. Sensing and Intuition: This identifies how a person
absorbs information.
Sensing (S): gathers and absorb information through the
five senses
Focus on facts, details, and critical analyses for their
information
Intuitive (I): rely on less direct perceptions
Look for more patterns, relationships and hunches.
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Myers-Briggs Type Indicator
Assessment
3. Thinking versus Feeling: This dimension relates to how
a person makes a decision; especially whether emotions
play a role.
Feeling (F) tend to rely more on their values and sense of
what is right and wrong and they consider how a decision
will affect other people’s feelings
Thinking (T) tend to rely more on logic as they try to be
rational, objective, and interpersonal in decision making.
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Myers-Briggs Type Indicator
Assessment
4. Judging versus Perceiving: concerns an individual’s
attitudes toward ambiguity and how quickly a person
makes a decision.
Judging (J): likes certainty and closure, enjoy focusing on
goals and deadlines and tend to make decision quickly
based on available data to meet deadlines.
Perceiving (P): enjoy ambiguity and multitasking, will likely
miss deadlines, and may change their minds several times
before making a final decision, like to gather a large
amount of data before reaching a decision.
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Characteristics Associated with
Each Type
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Myers-Briggs Type Indicator
Assessment
Various combinations of these preferences result in 16
unique personality types.
Individuals develop unique strengths and weaknesses as
a result of their preferences.
As with the whole brain model, Jungian types should not
be considered 100 percent fixed and unalterable.
People’s awareness of their preferences, and new
training life experiences, can cause their preferences to
gradually shift over time.
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Underlying Values
Do you know what matters to you?
What is most important to you?
What accomplishments are you most proud of?
If you won the lottery or inherited a large fortune, what
changes would you make in your life and what aspects
of your life would you keep the same?
The answers to these questions reveal your values!
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Mahatma Gandhi
“Your beliefs become your thoughts,
Your thoughts become your words,
Your words become your actions,
Your actions become your habits,
Your habits become your values,
Your values become your destiny.”
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Instrumental and End Values
Types of Values
End Values or Terminal Values: the kind of goals or
outcomes worth pursuing.
Instrumental Values: types of behavior that are
appropriate for reaching end goals.
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Instrumental and End Values
How Values Differ
Culture
Family Background
Personality
Self-oriented versus other-oriented
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Non-Manager Rankings of
Rokeach’s Values
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Values-Based Management
Value-based management:
Management that provides a shared foundation of ethical
values and beliefs that guide individual behavior and
organizational actions
These core values help people at all levels know what
actions to take in various situations.
Managers find a balance between self-orientated values and
community-oriented values to effectively lead organizations
that contribute to society.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Values-Based Management
Four fundamental values for ethical management:
Honesty
Accountability
Trust
Caring
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Values-Based Management
How Do You Do It?
Values-based managers live a life of integrity, and they put
their values into practice every day.
You will communicate the values you want to guide
employee behavior not just through words, but primarily
through your actions.
How would you instill Values-Based Management within your
organization?
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Using Self-Awareness To Build
Management Skills
Unconscious Competence: becoming so practiced at
doing something well that it occurs correctly without
thinking, without special effort.
Involves a Four-Stage Process
Stage 1: Unconsciously Incompetent
Stage 2: Consciously Incompetent
Stage 3 Consciously Competent
Stage 4: Unconsciously Competent
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Self-Awareness Builds Skill
Competence
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Self-Awareness Builds Skill
Competence
Stage 1: Unconsciously Incompetent—No Competence with
the skill, and no awareness that you lack competence.
Stage 2: Become conscious of what’s required to do well;
but, are still personally incompetent.
Stage 3: The practice becomes a real pleasure. You receive
positive feedback from your skill and are aware of how well
you are doing which sets up transition to stage 4.
Stage 4: The skill becomes an integral part of who you are.
It occurs naturally and without conscious thought or effort.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Self-awareness is one of the most important capabilities for
you to develop as a current or future manager. Self
awareness means being aware of the internal aspect of
yourself.
It is difficult for most people to see themselves objectively,
but you can use feedback, self-diagnosis and self-disclosure to
expand your self-awareness and understand yourself better.
The Johari Window model with its four windows—open, blind,
hidden, and unknown—provides a way to understand how
feedback and self-disclosure enhance self-awareness.
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Need To Know: Summary
The goal of the Johari Window is to expand the open
window to help people better understand themselves
and others.
Four key individual differences are personality, thinking
style, ways of dealing with the world and underlying
values.
Personality is the set of unseen characteristics and
thought processes that underlie a relatively stable
pattern of behavior.
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Need To Know: Summary
The Big Five model of personality traits into five key
dimensions: extraversion, agreeableness,
conscientiousness, emotional stability, and openness to
experience.
The whole brain model explores a person’s preferences
for right-brained versus left-brained thinking and for
conceptual versus experiential thinking.
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Need To Know: Summary
The Jung Personality Typology, which is similar to the
Myers-Briggs (MBTI), measures an individual’s
preferences for:
introversion versus extraversion
sensing versus intuition
thinking versus feeling
judging versus perceiving
Values are fundamental beliefs that an individual
considers important, that are relatively stable over
time, and that influence attitudes, perception, and
behavior.
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Need To Know: Summary
Everyone has both instrumental and end values.
Individuals differ in how they order the values into their
life priorities. Although values are fairly well
established by early adulthood, many people’s values do
change over time.
Values-based management means management that
provides a shared foundation of ethical values and
beliefs that guide individual behavior and organizational
actions. Managers communicate the values they want
to guide employee behavior primarily through their
actions.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need To Know: Summary
Self-awareness is crucial for learning the soft skills of
management.
Learning any new skill typically passes through four
stages:
Unconscious Incompetence
Conscious Incompetence
Conscious Competence
Unconscious Competence
Unconscious competence means the skill comes naturally and
without conscious thought and effort!
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Building Management Skills
1st edition
Chapter 3: Managing Yourself
to Get Things Done
Managing Yourself to
Get Things Done
When you think about Managing Yourself to Get Things
Done:
What do you do to get yourself organized?
What are those things that slow you down and make you least
effective?
In what areas would you most like to improve?
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Video Incident: Wasted Time?
Additional Thoughts:
Do you feel Jason is right in feeling this way about how
the meetings are being handled? Why?
How would you handle these meetings?
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Discover Knowledge
Time management
using techniques that enable you to get more done in less
time and with better results.
Means managing yourself so that you are more productive
and can accomplish what you need or want to accomplish.
Self-management
Is the ability to engage in self-regulating thoughts and
behavior to handle difficult or challenging situations.
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Discover Knowledge
Higher-Order Thinking
Many managers know the right thing to do but have a hard
time doing it
People high in self-management are able to take control of
their behaviors and direct themselves to achieve their
goals.
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Why Can’t We Follow
Our Good Intentions?
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
“New Brain” Versus “Old Brain”
Brain has two parts:
“Old Brain” — habitual, automatic, stimulus-driven part
Unconscious impulses, fears, emotional drives and lifelong
habits
Lower level; automatic thinking
“New Brain” — intentional, rational, thoughtful mind
Conscious choice of how to behave rather than react to a
situation out of fear, desire, or other strong emotions
Higher-order, big picture thinking
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“New Brain” Versus “Old Brain”
Metacognition:
The ability to think about your own thinking and asset
some control over your cognitive processes.
A well-developed higher order thinking process that
provides the self-awareness and self-discipline a manager
needs to:
establish goals, plan and set priorities,
see a big picture of how elements fit together,
get organized,
take initiative, and restrain inappropriate emotions
and distractions to persevere and complete a project.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Bring Your Brain into Balance
Much of the time, our intentions and our habitual
behavior are in alignment. The problem arises when the
automatic system is not in alignment with what we
intend to do or with what others need and want from us
as managers.
When people want to change, their ability to do so
largely depends on whether the new brain can gain
some control over the automatic habit patterns of the
old brain.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Basic Principles for
Self-Management
Clarity of Mind
Too much in your head, your mind can’t be clear
If your mind isn’t clear, you can’t focus.
If you can’t focus, you can’t get anything done—find a
trusted system outside your head!
Clarity of Objectives
Clear about exactly what you need to do and decide
the steps to take toward accomplishing it!
An Organized System
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Step-by-Step Guide to
Self-Management
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Time Management Techniques
Some tried-and-true techniques:
1. Remember Your ABC’s
2. Follow the 80/20 Rule
3. Do a Daily Review and Look-Ahead
4. Do One Thing at a Time
5. Keep a To-Do List
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
What About Procrastination?
Procrastination
A delay in starting or completing an intended task or
course of action when the delay may have negative
consequences.
When we intend to do, need to do, and feel bad for
not doing it—we are procrastinating.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Why Do We Procrastinate?
Anxiety Holds Us Back
We Want to Achieve Perfection
Why Do You Procrastinate?
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The Time Management Matrix
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How To Overcome Your
Procrastination
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Other Techniques for
Overcoming Procrastination
1. Maximize Your Prime Time
2. Just Get Started
3. Use Deadlines
4. Your Suggestions?
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Managing Stress
Major life stress events in descending order:
Death of an immediate family member
Divorce
Major personal injury or illness
Getting married
Losing a job
Gaining a new family member
Major business readjustment (merger, reorganization)
Changing careers
Major change in work responsibility
Major change in living conditions
Troubles with the boss
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7 Steps to:
Dealing with an Office Bully
1. Document everything
2. Confront the bully.
3. Seeks support.
4. Do your job well.
5. Take care of yourself.
6. Go to the top.
7. Don’t perpetuate the cycle.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Challenge Stress
versus Threat Stress
Stress
individual’s physiological, mental, and emotional response
to external stimuli that place physical or psychological
demands on the individual and create uncertainty and lack
of personal control when important outcomes are at stake.
Stressors
external forces or events, whereas stress itself is the
individuals’ response to them.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Yerkes-Dodson Stress Curve
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The Dual Face of Stress
The Challenge Stress versus The Threat Stress
Challenge Stress fires you up
Increased your focus, alertness, efficiency, and productivity
Threat Stress burns you out
Point at which we have gone over the top of the stress curve
and stop feeling productive; experience emotions of anxiety,
fear, depression, or anger; easily irritated; and may have
trouble making decisions.
Physical symptoms: headaches, insomnia, stomach problems
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Type A and Type B Behavior
Type A People
Extreme Competitiveness
Impatience
Aggressiveness
Devotion to Work
Experience more stressrelated illnesses
Type B People
Less conflict with other
people
More balanced relaxed
lifestyle
Typically live with less
stress
High-energy people
Generally seek positions of
power and responsibility
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Developing Your Stress
Management Competencies
Seek and Destroy Key Sources of Stress
Prevention!
Find Meaning and Support
Buffering Hypothesis: high degree of social support from
family and friends from potentially adverse effects of
stressful events
Meditate and Manage Your Energy
Get Organized and Manage Your Time
Find Work-Life Balance
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Managers face multiple demands on their time and need
excellent time-management and self-management
skills.
People high in self-management can control their
behaviors and direct themselves to achieve important
goals.
You can improve your self-management by consciously
using your “new brain” and higher order thinking to
control the impulses and desires of your “old brain” and
thinking.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Five steps in a system for effective self-management
are:
Empty your head
Decide next actions
Get organized
Perform a weekly review, and
Then do what needs to be done.
Tried and true time management techniques include
prioritizing tasks with an ABCDE system, following the
80/20 rule, performing a daily review and look ahead,
and keeping a to-Do list.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Procrastination is a problem for many people. People
procrastinate for a variety of reasons:
Anxiety associated with the task
Tendency toward perfectionism
Personal characteristics such as impulsiveness and low selfcontrol
You can use a time management matrix to classify tasks
according to their urgency and their importance.
Two important way to overcome procrastination are
visualizing you intention and verbalizing your intention
with targeted self-talk.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Techniques for overcoming procrastination:
Using your optimal working time for tackling jobs you have
been putting off
Breaking overwhelming jobs into tiny pieces
Using deadlines to impose a sense of urgency for
completing tasks
Effective time management and self-management can
help managers cope with the inevitable stress of jobs.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Stress can be positive because it spurs you to
accomplish more; but, too much stress hurts our
productivity, your relationships, and your health.
Important stress management competencies include:
Managing the sources of stress
Finding meaning and social support
Maintaining a healthy lifestyle
Meditation
Energy management
Finding a balance between work and personal life
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Building Management Skills
1st edition
Chapter 4: Creative Problem Solving
Creative Problem Solving
When you think about Creative Problem Solving:
How do you initially handle a problem?
What are your first concerns when confronted with a problems?
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
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Video Incident: Go Figure!
Additional Thoughts:
What were your first thoughts after viewing this video?
How would you reposition this company?
How do you believe your management style will
influence the outcome of this solution?
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
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Discover Knowledge
“At any moment of any day, there
are managers engaged in some
aspect of problem solving. Some
problems are easy, and many are
difficult and frustrating.”
Daft, 2013
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
The Problems Managers Face
When do we have a PROBLEM?
A problem exists whenever a gap exists between actual
performance and desired performance
A manager’s primary job is to solve problems!
What does it mean to SOLVE a problem?
Problem solving: is the process of taking corrective action to
meet objectives and achieve desired results.
Any time there is a discrepancy between what you as a manager
want to happen and what is actually
happening, there is a problem!
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Stages in the
Problem-Solving Process
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Problem Solving Basics: Stage 1
Stage 1: Define the Problem
Involves defining the problem
Recognize the Problem
Learn to connect the dots
Use your intuition
Intuitive problem identification
Diagnose the Problem
Grasp the true nature of the problem
Build consensus
Problem consensus
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Problem Solving Basics: Stage 2
Stage 2: Select a Response
Develop Alternatives
Search the environment
Think systemically: see the synergy of the whole rather than
just the separate elements of a system.
Select the Best Alternatives
You sometimes have to “satisfice”
Satisficing: accept a satisfactory outcome rather than trying
to maximize or achieve an optimal outcome or level of
performance.
Use your judgment
Obtain support
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
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Problem Solving Basics: Stage 3
Stage 3: Execute a Solution
Implement the Selected Alternative
Starts with a formal or informal authorization for the chosen
alternative
Managers have to get employees to “buy in” to the proposed
idea and mobilize the people and resources to put the solution
into action.
Evaluate the Solution
Feedback is important because problem-solving is a
continuous, never-ending process.
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Techniques to Improve
Problem Solving
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Maximize Your
Problem-Solving Effectiveness
Stage 1: Techniques for Improving Problem Definition
Root Cause Analysis (RCA)
Discover the “true” or root cause of a problem
Do this rather than continuing to address symptoms of the
problem
Typically, root cause is result of human behavior or system
malfunction
The Five Whys
Question-asking approach used to understand cause-effect
relationships underlying a problem with an unknown cause.
continued
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
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Maximize Your
Problem-Solving Effectiveness
The Five Whys
The technique involves asking “why” at least five times
until the real cause of the problem is discovered.
The steps are:
1. Describe the problem, preferably in writing so everyone is
clear about exactly the problem to be resolve.
2. Ask “why” the problem has occurred. Keep track of the
answers.
3. Keep asking why until the deepest cause of the problem is
determined. Ask “why” at least FIVE times; more if necessary.
4. From the answers recorded, the cause can be determined.
Make sure the team agrees with the outcome before starting to
implement a solution!
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Maximize Your
Problem-Solving Effectiveness
Stage 2: Techniques for Developing & Selecting
Alternatives
Use Brainstorming
No criticism
Freewheeling is welcome
As many ideas as possible: the more the better!
Develop Your Creative Intuition
Engage in Rigorous Debate
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Maximize Your
Problem-Solving Effectiveness
Stage 3: Techniques for Executing a Solution
Involve Stakeholders
Multiple Perspectives and agreement fosters cooperation
Use After-Action Reviews
Review the outcome of activities to see:
What worked
What didn’t
What can be learned from it.
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Personal Approaches to Creative
Problem-Solving
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Personal Approaches to Creative
Problem-Solving
Two Key Problem Solving Styles
Innovator style likes to challenge basic assumptions to
discover new alternatives
Big picture
Most likely to develop radical breakthroughs by viewing from
fresh angles
Adaptor style seeks to expand on and improve something
that already exists
Good managers may use a mix of styles!
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Common Mistakes in
Problem Solving
Getting Trapped in the Status Quo
Justifying Previous Solutions
Escalating commitment—tendency to continue investing
time, money and energy in something despite strong
evidence that it is not working.
Being Overconfident
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
As a manager, you will be a problem solver.
A problem exists when there is a discrepancy between
what managers want to happen and what is actually
happening.
A classic approach to problem solving includes three
stages of:
Defining the problem
Selecting a response
Executing a solution
© 2014 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license
distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Techniques for improving problem definition:
Root cause analysis
The Five Whys
Generate better alternatives for problem solving by:
Brainstorming or Brainwriting
Creative Intuition
Encouraging rigorous debate, using a devil’s advocate, and
applying the point-counterpoint technique can help managers
when it comes time to select the best alternative!
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Unless the alternative is effectively executed, the
problem cannot be solved.
Techniques for effective execution are to involve
stakeholders and use after-action reviews for evaluation
and feedback.
Good managers use a mi of styles to solve varied
problems.
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Need to Know: Summary
Common mistakes in problem solving
include:
Perpetuating the status quo
Justifying past decisions
Being overly confident
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distributed with a certain product or service or otherwise on a password-protected website for classroom use.
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- Satisfaction guarantee
How it Works
- Click on the “Place Order” tab at the top menu or “Order Now” icon at the bottom and a new page will appear with an order form to be filled.
- Fill in your paper’s requirements in the "PAPER DETAILS" section.
- Fill in your paper’s academic level, deadline, and the required number of pages from the drop-down menus.
- Click “CREATE ACCOUNT & SIGN IN” to enter your registration details and get an account with us for record-keeping and then, click on “PROCEED TO CHECKOUT” at the bottom of the page.
- From there, the payment sections will show, follow the guided payment process and your order will be available for our writing team to work on it.