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Midterm 1
Developing Self-Awareness
Gaining Power and Influence
Case study on ‘Managing Personal Stress’
Professor: Dr. Mark Rajai
Prepared by: Rijul Dhruv
Prepared by: Rijul Dhruv
Key dimensions of Self-awareness
The Enigma of Self awareness
Understanding and appreciating
Individual Differences
Important areas of Self Awareness
Summary
Publilius Syrus had proposed as early as 42 B.C.: “It matters
not what you are thought to be, but what you are.”
Self-awareness lies at the heart of the ability to master
oneself, but it is not sufficient.
Self-Awareness is having a clear perception of your
personality, including strengths, weaknesses, thoughts,
beliefs, motivation, and emotions.
Knowledge of oneself – self-awareness, self-insight, self-
understanding – allows you to understand other people,
how they perceive you, your attitude and your responses to
them in the moment.
Managing stress
Managing Time
Setting Priorities and Goals
Self-Awareness
Symptom
Problem
Tactical
Strategic A Hierarchy of Personal Life-
Management Skills
Sensitive line comes at a point where individuals tend to be more defensive or protective when encountered with information about them.
Sensitive line is crossed when something goes against your own self-image that we hold.
Crossing the sensitive line makes us feel uncomfortable and rigid – psychologically and emotionally.
Self-disclosure is a very powerful tool
that contributes to greater self-
awareness without crossing the
sensitive line.
Diversity is the key to success.
Differences among individuals must be perceived
as a pool conflicting ideas that are passionate,
innovative, focused and responsible for a great
invention in the future.
Creating distinctions rather than
focusing on differences bolster social
barriers and restrain self-disclosure.
Five critical areas of self-awareness:
1. Emotional intelligence
2. Personal values
3. Learning Style
4. Orientation toward change
5. Core self-evaluation
These areas have been found to be among the most
important predictors of various aspects of effective
managerial performance.
It is the ability to identify, use, understand, and manage
your emotions in positive and constructive ways.
I believe there are 5 skill sets:
The ability to quickly reduce stress
The ability to recognize and manage your emotions
The ability to connect with others using nonverbal
communication
The ability to use humor and play to deal with challenges
The ability to resolve conflicts positively and with confidence
It is an array of non-cognitive skills.
A person with strong emotional intelligence is able to get in touch with and accurately diagnose their own internal feelings.
In corporate world, managers with high EQ are twice more likely to generate higher revenues or get promoted than those with low self-awareness or EQ.
Emotional intelligence evolves as a strong predictive power in managerial success and in work setting – much stronger than IQ scores.
Values are the most enduring characteristics of individuals upon
which attitudes and personal preferences are formed.
Cultural Values:
Trompenaars’ 7 major cultural value dimensions are coined to
identify differences among national cultures.
Universalism Particularism
Individualism Collectivism
Affective Neutral
Specific Diffuse
Achievement Ascription
Past and Present Future
Internal External
Personal values are implicitly related to choice; they guide decisions by
allowing for an individual's choices to be compared to each choice's
associated values.
Rokeach - Two Types of Personal Values:
Terminal
Comfortable life
Exciting life
World at peace
World of beauty
Equality
Family security
Others
Instrumental
Ambitious
Capable
Cheerful
Clean
Courageous
Forgiving
Others
Kohlberg – Value Maturity Model:
Three levels of maturity with six stages of development
Self-centered level – (1) obedience and punishment,
(2) naively egoistic orientations
Conformity level – (3) good person, (4) “doing duty”
orientations
Principled level – (5) contractual legalistic, (6)
conscience of principle
orientation
Learning Style is an individual’s inclination to perceive, interpret
and respond to information in a certain way.
Two key dimensions include:
manner in which you gather information
way in which you evaluate and act on information
David Kolb's theory on learning style:
1. Concrete experience – learn through
personal involvement
2. Abstract conceptualization – build
theories using logic, ideas and
concepts
3. Reflective observation – seek
meaning through study
4. Active experimentation – change
situations and influence others to see
what happens
Concrete Experience
Active
Experimentation
Accommodating Diverging
Reflective
Observation
Assimilating
Abstract Conceptualization
Converging
Awareness about our orientation toward change is
necessary in order to capitalize fully on the strengths
of our learning style.
Two dimensions of change orientation are termed
particularly relevant for managers.
Tolerance of ambiguity:
The extent to which individuals
are threatened by or have
difficulty coping with ambiguity,
uncertainty, unpredictability or
complexity.
Novelty score: coping with new, unfamiliar
situations
Complexity: using multiple, distinctive, or
unrelated info
Insolubility: dealing with problems that are
difficult to solve
The attitude people develop regarding the extent to which they are in
control of their own destiny.
Internal locus of control: Individuals interpret the reinforcement they
receive to be contingent upon their actions
External locus of control: Individuals interpret the reinforcement as being a product of outside forces
Individuals possessing internal locus of control are more likely to Be attentive to aspects of the environment that provide useful
information for the future
Engage in actions to improve their environment
Place greater emphasis on striving for achievement
Be more inclined to develop their own skills
Ask more questions
Remember more information than people with an external locus of control
External locus of control is often associated with high levels of stress and violence, presumably due to less emphasis on self-control.
Core self-evaluation represents a stable personality
trait which encompasses an individual’s
subconscious, fundamental evaluations about
themselves, their own abilities and their own
control.
Big five Attributes:
Extroversion: inclination towards gregariousness and
being outward
Agreeableness: friendly and affable
Conscientiousness: careful, task oriented, and orderly
Neuroticism: emotionally fragile, negative, and fearful
Openness: curious and open to new ideas
Four prominent components include:
Self esteem
Generalized self-efficacy
Neuroticism
Locus of control
Self-Awareness training programs should be encouraged in
order to boost morale within every organization.
Relate what we see in others to our own experience to be
able to manage or interact successfully with them.
Identify your personal sensitive line.
Recognize the cultural differences between your value
orientation and individuals from other age, ethnicity, or
cultures.
Broaden your perspective to welcome different kinds of
activities and increase your exposure to new information.
Balance work activities with some time for self-renewal.
Powered By:- Rijul Dhruv
Building A Power Base
A Balanced View of Power
Strategies for Gaining Organizational
Power
Transforming Power Into
Influence
Conclusion
“The art of leadership... consists in consolidating the attention of the people
against a single adversary and taking care that nothing will split up that
attention.” By Adolf Hitler
Meaning Of Power
Power is the capacity of person, team or organization to
influence others.
The most effective use of power is the most critical
constituent of management.
An out-in-the-box process of methodically mapping the
political terrain, building coalitions, and leading defines
political competence.
Effective use of power is the most crucial element of management.
Influential leaders around the globe play a significant role in making
others feel powerful by their own accomplishments in their
organizations or institutions.
Lack of Power:
Power is associated with domination, manipulation, cunningness or
ruthlessness.
Powerlessness creates ineffective, desultory management, dictatorial,
rules-minded managerial styles.
These negative views are often affiliated with
‘personal power’.
“The greater the power, the more dangerous the abuse.” by
Edmund Burke, a British philosopher.
Abusive characteristics in managers result into dangerous
consequences in their careers.
Lack of ethical values
Abrasive and intimidating
Arrogant, aloof and cold
Overly ambitious
Corrupt and untrustworthy
Both lack and abuse of power are
equally weakening and destructive.
It is key to learn how to use power wisely using
different strategies.
Having the power of discerning and judging properly a
s to what is true or right.
Expertise: Self learning, formal education and experience
from work knowledge
Personal attraction:
Charisma
Agreeable behavior
Physical characteristics
Effort: Individuals are reliable and dependable
Legitimacy: Increase in acceptance within the organization
Acquiring Power can be tough but Balancing it is the toughest.
Personal attributes and position characteristics determine a
person’s power in an organization.
Networking:
Network across departments builds strong social ties & provides
additional support.
More the decision making a position offers, more is the power.
Involvement in problem solving opportunities.
Involvement with activities directly related
to goals of organization automatically
commands power.
Four important factors that defines a position’s power
potential in an organization:
1. Centrality: The more centralized in position and
the more critical in function, the more of
organizational power they gain.
2. Flexibility:
Flexibility or discretion is the freedom to exercise
one’s judgment
Power can be diminish because conditions
change faster than people are willing or capable
of change to keep up with it
Flexibility is also associated with the lifecycle of a
position
New tasks are much harder to standardize
3. Visibility: Try to increase your visibility; expose your
name every chance you find. Make your presence count.
4. Relevance: Being engaged in activities that are
directly related to the major goals and
issues in an organization.
These days base on the companies nature and the focus of
the business these positions may differ.
As in a developed consumer product
oriented economy, sales and marketing
represent the central focus of most
business.
The skill of transforming power into influence centers on achieving the support of others in ways that stimulates commitment instead of resentment and resistance.
Power is transferred to influence when the goal individual allows to perform base on the desire of the power holder.
Three important strategy categories:
Retribution:
Through intimidation (pressure) or coercion (threaten)
Reciprocity:
Through ingratiation (obligate) or bargain (exchange)
Reason:
A direct approach in persuading the use of facts or needs to
support one’s viewpoint
Influence Strategy Pros Cons
Retribution
• Produces immediate effect
• Manager specifications are followed
• Creates resistance, alienation, resentment
• Stifles innovation and initiative
Reciprocity
• No justification of actions required
• Better results without resentment
• Restricts group commitment
• Expectation of negotiations for every request
Reason
• High level of job satisfaction and low levels of stress
• Prominent form of Compliance
• Requires more people and time
• Takes time to build trust and understanding
Expert power: Act confident and decisive
Keep informed
Willing to share your knowledge with others
Don’t threaten subordinates’ self-esteem – be approachable
Referent power: Treat subordinates fairly
Defend subordinates interests
Be sensitive to subordinates’ needs & feelings
Legitimate power: Be cordial, polite, and confident
Make appropriate requests
Follow proper channels
Exercise power regularly and enforce compliance
Reward power
Verify compliance and accomplishments
Offer rewards for desired actions and behaviors
Offer credible rewards that are desired by subordinates
Coercive power Inform subordinates of rules and penalties
Understand the situation before acting & warn before punishing
Administer punishment consistently & punish in private
It is as important to be able to control and resist the
unwanted influence of others as to be able to influence
them.
In real world you need to be strong and explicit to
develop and master the skill of opposing inappropriate
efforts to control your behavior.
Two skills discussed focusses on gaining power and
translating power into influence.
Skillful use of power for constructive growth of the
organization.
Consequences are destructive if power is used solely for
personal gain.
Increase centrality of your position, flexibility of your job
and visibility of your job performance.
Continuous implementation of the three R’s strategy and its
neutralization to avoid unwanted influence from others.
PAGE 116 - MANAGING PERSONAL STRESS
Powered By:- Rijul Dhruv
1. Violation of Time and Stress Management Principles:
Ineffective and inefficient use of time.
Chet lost track of time because he is always overscheduled.
No specific set agenda or time limits to accomplish tasks.
Work piling – Tasks were not prioritized and issues were handled as they came along.
Wishful thinking – Undetermined long term goals and objectives.
Lack of organizational skills in dealing with the project as a whole rather than dividing and working in parts.
2. Organizational problems reflected in this
case study:
Chet must inform the VP and General Manager of day-to-
day operations about the Central Plant in order for them to
be answerable to the departments they are in line with.
VP and the GM must be responsible for internal employee
problems, discussing delivery issues with the secretary at
the treasurer’s office and answering to VP sales’ questions.
Chet must have at least one administrative assistant to keep
track of his daily logs.
3. Chet’s personal characteristics inhibiting
his effective time management:
Chet spends most of his day on trivial issues rather than the
important ones.
He gets the job done no matter what but for long-term and
preventing future mistakes he needs to set a balance
between his daily schedule, family, weekend and personal
life.
Seemed more like a pushover and needs to learn to say ‘NO’
to other people’s request.
Needs to balance his work with proper hygiene by taking
rest and having regular lunches.
4. If hired as a consultant to Chet, I would
advise him to:
Firstly, review the organization chart and job
responsibilities of top management; eliminating
redundancy by finishing incomplete tasks.
Set-up a schedule for him to comply in order to seek help
incase of any undone tasks remaining at the end of the day
Outline clear and specific goals and objectives and execute
open door policies.
An established information system by the company in order
to save time and money on operations.
Creation of an advanced database system for production.
MSE 608BOL
California State University - Northridge
Professor:
Dr. Mark Rajai
Prepared by:
Rijul Dhruv