1. Self Awareness

2. Self Management
Managing self – a core aspect of managerial and personal effectiveness
Self manager role
Behaviors and actions for understanding and practicing various dimensions of self related with managing and being successful

3. Self Concept
A person’s existential experience expressed in terms of self concept
Knowledge a person possesses about oneself
A set of characteristics, abilities, ideas or behaviors that a person believes (s)he possesses or does not possess

4. Self Concept
A theory of a person about who (s)he thinks (s)he is – a mental picture, an identity
Forms on the basis of what one experiences and is told

5. Self Concept - Kinds Perceived self (what I think I am)
Ideal self (what I would like to be)
Social self (what others think I am)

6. Value of Self Concept A key determinant of behaviors and actions
Personal adjustment
Interpersonal relationships
Psychological health
Personal growth
Ability to know and accept others

7. Value of Self Concept Life success
Fulfillment of basic human need of self regard
Central to improving managerial skills – understanding of current level for improvement
Core part of life management skills

8. Life Management Skills
Managing Stress
Tactical
Symptom
Managing Time
Setting Priorities and Goals
Self Awareness
Problem
Strategic

9. Contradictions? Supplementary Managing from inside out
“He that would govern others must first master himself”
Understanding of self to be able to manage outside world
Applying of the experience of managing others to improve oneself

10. Downsides
Possible inhibitor, rather than facilitator, of personal improvement
Resistance to acquiring new information to protect self esteem or self respect

11. Downsides
Contd…
Potential of new information to be negative or contradictory to perceived self resulting in shame or inferiority feeling
Pain avoidance psychology

12. Paradox or Enigma
Pre-requisite for and motivator of growth and improvement
Inhibitor of growth and improvement

13. How to Address? Understanding the concept of sensitivity line
Defensive threshold in the face of encounter with inconsistent information or pressure of change
More discrepant information or the more serious its implications: closer to the sensitivity line and more need to defend oneself
Threat rigidity response

14. How to Address? Feedback or information Self disclosure
Verifiable (e.g. objective standards), predictable (e.g. on regular interval) and controllable (e.g. on request)
Self disclosure
Interactions and sharing with others

15. Self Management Self awareness – diagnostic process
Self development – actioning process

16. Self Awareness
A process of gathering information about oneself for the purpose of examining it
Strengths and weaknesses
Positive and negative sides
Opportunities for the self and the threats to it

17. Methods of Self Awareness
Self reflection
Structured questionnaire
Personal journal/ diary
Feedback from others
Personal disclosure

18. Self Awareness Process
Sources of Information
Other people
Critical incidents
Structured questionnaire
Personal reflection
Information
Responded by higher and lower selves
Issues facing you
in various roles

19. Self Awareness Model Unknown to Others Known to Others Hidden Self
Open
Self
Known to
Self
Unknown
to Self
Unknown
Self
Blind
Self

20. Self Awareness Model
The open self: information about the self which both the person and the others know
The blind self: part of the self that is known to others but the person is not aware of

21. Self Awareness Model
The hidden self: information the person is hiding from others
The unknown self: information not known to the person and the others

22. Improving Self-Awareness
Seeking feedback from others
Thereby decreasing the blind self
Sharing and disclosing hitherto undisclosed information to others
Thereby decreasing the hidden self

23. Improving Self-Awareness
Unknown to Others
Known to Others
Open
Self
Known to
Self
Reduce
Hidden Area
through
Disclosure to
Others
Reduce Blind Spot
through Feedback from
Others
Unknown
to Self

24. Managing Individual Differences
Diagnosing, understanding, valuing, and utilizing differences among individuals
Another dimension of self awareness linked with managerial effectiveness
A key part of emotional intelligence and interpersonal maturity
More creative problem solving in team
Help in self knowledge

25. Managing Individual Differences
Self knowledge
Instrumental to making interactions with others effective and insightful
Helpful in understanding of potential for contributing value relative to others

26. Managing Individual Differences
Focus on differences not on distinctions
Differences observed (help in understanding potential sources of misunderstanding and finding ways to work around them): helpful
Distinctions created (tool for social barriers for reinforcing advantages and disadvantages and creating mitrust): hurtful

27. Emotional Intelligence
Non-cognitive skills related with management of emotions for effective human functioning
Not the same but a part of emotional competency – social and behavioral skills

28. Emotional Intelligence
Ability to manage own and others emotions for effective relationships
Ability to diagnose and recognize own emotions
Ability to control own emotions
Ability to diagnose and recognize others’ emotions
Ability to respond appropriately to others’ emotional cues

29. Emotional Intelligence
More important than cognitive/ general intelligence
Deterioration of its level in the face of increasing IQ level
Less emphasis on developing EI
IQ accounting for only about 10 percent of the variance in job performance and life success
IQ and EI combined: four times more

30. Emotional Intelligence
Measurement
Emotional awareness
Emotional control or balance
Emotional diagnosis or empathy
Emotional response

31. Values
Fundamental beliefs or standards about right or wrong, desirable or undesirable, worthwhile or worthless guiding decisions and actions
Most enduring characteristic
Often taken for granted – not aware until challenged

32. Values Cultural values Universalism vs. particularism
Individualism vs. collectivism
Affective vs. neutral
Specific vs. diffuse
Achievement vs. ascription
Past and present vs. future
Internal vs. external

33. Values Organizational values (culture)
System of commonly held beliefs and standards guiding organizational behaviors
Value congruence: organizational members’ values and corporate values

34. Values Personal values Individuals’ beliefs and standards
Limited in number but differences in intensity
Lived values (values in use) vs. loved values (espoused values)
Instrumental values vs. terminal values

35. Values Instrumental values Terminal values
Prescribe desirable standards of conducts or methods for achieving an end: two basic dimensions - morality and competence
Terminal values
Prescribe desirable ends or goals: two basic dimensions – personal or social (positive relations within but inverse relations between dimensions)

36. Value Maturity Self-centred (pre-conventional)
Moral values reside in external factors and consequences: punishment and obedience; individual instrumental purpose and exchanges

37. Value Maturity Conformity (conventional)
Moral values reside in duty, maintaining social contacts, keeping commitments: mutual interpersonal expectations, relationships and conformity; social system and conscience maintenance

38. Value Maturity Principled (post-conventional)
Moral values reside in commitment to freely selected standards, rights and duties: prior rights and social contact or utility; universal ethical principles

39. Ethical Decision Making
Conflict between maximizing the economic performance or social performance
Trade offs between the two
Between right or wrong but between right and right – a function of manager’s level of moral development and principles
Certain standards to test decisions

40. Cognitive Style
Pattern of perceiving, interpreting and responding to information
Key to decision making, problem solving, creativity
Two dimensions
Information gathering
Information evaluation and response

41. Cognitive Style Knowing style
Emphasis on facts, data, details and their validity, accuracy and objectivity
Liabilities: slow in decision making, uncreative, resistance to innovation, intolerant of multiple views

42. Cognitive Style Planning style
Emphasis on plans, structures and preparations and predictability
Liabilities: resistance to change, intolerant of ambiguity, overwhelmed by chaos, can’t handle illogical issues

43. Cognitive Style Creating style
Emphasis on creativity, risk taking and innovation, action, interactions, multiple inputs
Liabilities: resistance to structure, tends to break rules, may make mistakes, tends to ignore data and facts

44. Cognitive Style
Irrespective of problem situation, a tendency of using the preferred cognitive style
Defining problems and seeking of decision situations in line with the preferred style
Relations with career choice but not with academic performance

45. Orientation toward Change
Adaptability to and methods used for coping with changes in environment
Two dimensions
Tolerance of ambiguity
Locus of control

46. Tolerance of Ambiguity
The extent to which one is threatened by or has difficulty coping with ambiguous, information-overloaded situations
High tolerance – cognitively complex
Better information transmitter, more sensitive to internal characteristics of others, behaviorally adaptive and flexible

47. Tolerance of Ambiguity
Sub-scales
Novelty: tolerant of new, unfamiliar situations
Complexity: tolerant of multiple, distinctive or unrelated information
Insolubility: tolerant of problems that are very difficult

48. Locus of Control
Attitude regarding the extent to which one is in control of actions and their consequences (destiny)
Two dimensions
Internal locus of control (self as an explanation)
External locus of control (powerful others as explanation)

49. Core Self Evaluation
General personality orientation guiding behaviors or overall positive self regard
Dimensions
Self esteem (positive self evaluation)
Self efficacy (perceived ability to perform capably across situations)
Emotional stability (neuroticism)
Locus of control