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Chapter 1:

Developing Self-Awareness

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Developing ManagementSkills

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Learning Objectives

Understand your sensitive line

Increase awareness of personalvalues and moral maturity level

Understand your cognitive style

Discover your orientationtoward change

Understand your emotionalintelligence and core self-evaluation

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Keys to Self-Awareness

Know Thyself!arved on the temple to the "racle at

Delphi

#e that would govern othersmust $rst master himself

Messinger

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$he %nig"a of

Self-AwarenessSeeking self knowledge is aprere%uisite for personal

growthowever' we avoid seekinginformation a(out ourselves

(ecause it may make us feelinferior&

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$he Sensitive Line

The point at which individuals(ecome defensive whenencountering information a(out

themselves that is inconsistentwith their self-concept&

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Crossing theSensitive Line

"ur sensitive line is less likely to(e crossed)

*+hen information is veri$a(le'predicta(le and controlla(le&

*+hen we self-disclose&

$

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Appreciating &n'ivi'(alDi)erences

Di,erences

+e o(servedi,erences

ppreciatingdi,erences helpseliminate social

(arriers

Distinctions

+e createdistinctions

Making distinctionscreates social

(arriers

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*ive Areas ofSelf Awareness

&

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%"otional &ntelligence

Di.cult to measure and

de$ne&!onsidered to (e an

important measure ofmanagerial success&

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Co"ponents of%"otional &ntelligence

The a(ility to diagnose andrecogni/e your own emotions&

The a(ility to control your own

emotions& The a(ility to recogni/e and

diagnose the emotions of others&

The a(ility to respondappropriately to emotional cues&

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+al(es

0oundation for attitudes andpersonal preferences

1asis for important lifedecisions

#elp to de$ne morality and

ethics

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$ro"penaars C(lt(ral+al(e Di"ensions

Universalism vs& 2articularism

Individualism vs& !ollectivism

,ective vs& 3eutral Speci$c vs& Di,use

chievement vs& scription

2ast and 2resent vs& 0uture Internal vs& 45ternal

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ersonal +al(es

Instrumental 6alues7 desira(lestandards of conduct forattaining an end

Terminal 6alues7 desira(leends or goals for the individual

1!

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+al(es that!anagers Desire

Sense ofccomplishme

nt Self-8espect

!omforta(le

9ife Independence

1"

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Kohlberg,s Stages of!oral Develop"ent

& 2reconventional

:Self !entered;

& !onventional:!onformity;

1& 2ostconventional

:2rincipled;

1#

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ecent %.a"ples of/nethical Decision

!a#ing 4nron

Martha Stewart

0ord Motor!ompany

0irestone

1$

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%thical Decision !a#ingAn' +al(es

Most managers feel they areunder pressure to compromise

standards to meet companygoalsolden 8ule Test

Dignity and 9i(erty Test

4%ual Treatment Test 2ersonal >ain Test

!ongruence Test

2rocedural ?ustice Test

!ost-1ene$t Test >ood 3ight@s Sleep Test

1&

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Cognitive Style

n individual@s inclination toperceive' interpret' and respond

to information in a certain way

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Di"ensions ofCognitive Style

Knowing Style7 emphasi/e facts'details' dataA focus on logic

2lanning Style7 emphasi/estructure' preparation' planningAfocus on rules and procedures

!reating Style7 emphasi/e

e5perimentation' non-rationalthinking' creativityA focus on(rainstorming and spontaneity

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Attit('es $owar'Change

>raduates of managementschools today will face an

environment unlike any person

has ever e5perienced (efore

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Change Orientation

Tolerance of m(iguity7 Thee5tent to which individuals arecomforta(le coping with unclear

situations&

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Change Orientation0cont,'

9ocus of !ontrol7 The attitudepeople develop regarding thee5tent to which they control

their own destines&

2!

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Loc(s of Control

Internal 9ocus of !ontrol7

BI was the cause of the

success or failure&@45ternal 9ocus of !ontrol7

BSomething else caused the

success or failure&@

2"

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&nternal Loc(s ofControl

ssociated with)

Managerial success :at least in3orth merica;

9ess alienation from workenvironment

More satisfaction at work

9ess stress

More position mo(ility

2#

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%.ternal Loc(s ofControl

Most commonly found inmanagers from 4asterncultures

Tend to use coercive powermore than internal leaders

2erform poorly in stressful

situations

2$

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ersonality

2ersonality7 The relativelyenduring traits that makes anindividual uni%ue&

2%

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Deter"inants ofersonality

Some of our personality may(e attri(uted to (iology andgenetics

#owever' people can makechanges to their personality ifthey are determined

2&

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ersonality $raits

The 1ig 0ive Dimensions of2ersonality

C& 45traversion

& greea(leness

E& !onscientiousness

F& 3euroticismG& "penness

0

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Core Self-%val(ations

!ore evaluations su(consciouslyin=uence people@s appraisal ofthemselves' the world' and

others&

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Core Self-%val(ation

0our !omponents

C&Self-4steem

&>enerali/ed Self-4.cacy

E&3euroticism

F&9ocus of !ontrol

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$he %)ects ofCore Self-%val(ations

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Self-Awareness an'!anagerial &"plications

!

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2ehavioral 3(i'elines

*Identify your sensitive line

*Use the dimensions of nationalculture to understand

di,erences (etween your valuesand those of other cultures

*Identify a set of principles onwhich you will (ase your

(ehavior

*Seek ways to e5pand yourcognitive style' tolerance for

am(iguity and locus of control

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2ehavioral 3(i'elines

*4nhance your emotionalintelligence (y monitoring yourresponses to others

*Develop your core self-evaluation (y capitali/ing onstrengths and accomplishments

*4ngage in honest self-disclosure

*Keep a Hournal for self-analysis

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