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Dr. Nay Zin Latt's lecture notes for MMWAI, India
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Speaker : Dr. Nay Zin Latt Chairman Business GroupBusiness Group
Hotel Group.Hotel Group.
Venue : IndiaDate : 10.10.10
Developing Self-Awareness
Who are you,and what is your preferred
work style?
Core Aspects of Self-Concept
Values
Attitudes (Toward Change)
Learning Style
Interpersonal Needs
Values
• Fundamental standards of desirability by which we choose between alternatives, assumptions about the nature of reality– learned early, continue to develop– drive choices and behavior– differ based on culture and environment
• Fundamental standards of desirability by which we choose between alternatives, assumptions about the nature of reality– learned early, continue to develop– drive choices and behavior– differ based on culture and environment
Value-Based Decision Making
Learning Style
• An individual’s inclination to perceive, interpret and respond to information in a certain way
• Two key dimensions:– manner in which you gather information– way in which you evaluate and act on
information
• Concrete experience – learn through personal involvement
• Reflective observation – seek meaning through study
• Abstract conceptualization – build theories using logic, ideas and concepts
• Active experimentation – change situations and influence others to see what happens
Learning Styles - Kolb
8
Sample Scoring for LSI
Concrete Experience
Active Experimentation
Reflective Observation
Abstract Conceptualization
DivergingAccommodating
Converging Assimilating
Locus of Control
• The attitude people develop regarding the extent to which they are in control of their own destiny
• Most successful American managers have internal locus of control – they believe that they control destiny rather than being controlled by outside forces (external locus of control)
High Internal LOC
• less alienated from work• more satisfied with work• experience less job strain• more likely to be leaders• do better in stressful situations• use more persuasive power• less likely to comply with leader directions
Managing Time Effectively
• Spend time on important, not urgent, matters• Identify what you feel is important vs. what
you feel is urgent• Focus on results, not methods• Don’t feel guilty for saying “no”
Copyright © 2002, Prentice Hall 12
Balance Life Activities
Spiritual Activities
Family Activities
Social Activities
Intellectual Activities
Cultural Activities
Physical Activities
Work Activities
Solving Problems Analytically and Creatively
How should I figure THIS one out?
Rational Problem Solving
• Step 1: Define the Problem– Differentiate fact from opinion– Specify underlying causes– State the problem explicitly– Identify what standard is violated– Determine whose problem it is– Avoid solutions disguised as problems
Rational Problem Solving
• Step 2: Generate Alternative Solutions– Match solutions to goals– Get solutions from everyone involved– Build on others’ ideas – Specify short- and long-term solutions– Postpone evaluating alternatives– Specify alternatives that solve the problem
Rational Problem Solving
• Step 3: Evaluate and Select an Alternative– Evaluate relative to the best standard– Evaluate systematically– Evaluate relative to goals– Evaluate main effects and side effects– State the selected alternative explicitly
Rational Problem Solving
• Step 4: Implement and Follow Up on the Solution– Implement at proper time in right sequence– Provide feedback opportunities– Engender acceptance– Establish ongoing monitoring system– Evaluate based on problem solution
Creativity
• Involves the use of intuition, ingenuity, insight• Rather than narrowing down to “one best
decision,” opening to create new possibilities, many alternatives
• Outgrowth of training and experience
Conceptual Blocks Inhibit Creative Problem Solving
• Constancy– Vertical thinking – “dig the
well deeper”– Single thinking language – can you move one
stick to create a true equality?
To Foster Creativity...
Principle ExamplesPull people apart
Put people together
Let individuals work alone
Encourage minority reports
Encourage heterogeneous team members
Separate competing groups
Monitor and prod Talk to customers, identify their expectations
Hold people accountable
Use “sharp-pointed” prods
Reward multiple roles
Idea champion; Sponsor and mentor;
Orchestrator and Facilitator; Rule Breaker
Gaining Power and Influence
How do you get to the top of the world?
Is “Power” A Dirty Word?
• Does the word “power” conjure up images of domination and manipulation for you?
• Do you think that people who use power are vindictive and/or cunning?
• Does the acquisition of power prevent people from acting in the best interests of a larger group?
Power Concepts
• The ability of a person or group to change the attitudes or behavior of others.– Power is not power OVER others– Power is the ability to GET THINGS DONE
Sources of PowerSources of Power
Two Faces of Power
Personal Power
– used for personal gain
Institutional Power– used to create motivation– used to accomplish group goals
Sources of Personal Power
• Expertise – work related knowledge• Attraction – charisma, agreeable behavior,
physical characteristics• Effort – doing “whatever it takes” to get the
job done• Legitimacy – taking action congruent with the
prevailing value system
Sources of Position Power
• Centrality – establishing a network of task and interpersonal relationships
• Flexibility – freedom to exercise one’s judgment
• Visibility – interacting with influential people in the organization
• Relevance – working on the central objectives and issues in an organization
Model of Power and Influence
SOURCES OF PERSONAL POWER:
•Expertise•Personal Attraction
•Effort•Legitimacy
Selection of Proper Influence Strategy
Influence over Others
SOURCES OF POSITION POWER:
•Centrality•Criticality•Visibility•Flexibility•Relevance
Power of an Individual
Assertive Responses to Inappropriate
Influence Attempts
Increasing Authority via Upward Influence
Gaining Power and Influence Behavioral Guidelines
• Enhance your personal power• Increase centrality and criticality of your
position• Increase the latitude and flexibility of your job• Increase the visibility of your job performance• Increase the relevance of your tasks