1 Who are you; who are others? Self awareness; diversity and ethical decision making

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Who are you; who are others?

Self awareness; diversity and ethical decision making

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Self awareness

Why does it matter to me as a manager?

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Why Increase Your Self-awareness?

Establish an Understanding of Your Existing Aptitude to Manage

To Be Able to Continually Improve Your Skills

Learn How to Self-direct Your Managerial Career

Guide ethical decision making Understand and appreciate diversity

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The Enigma

Oh I see now! This makes me uncomfortable

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The sensitive line

The point at which individuals become defensive or protective about themselves when they encounter information that is inconsistent with their self-concept or when encountering pressure to change their behaviour.

Where is the line drawn?

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So… how can change occur

If information is verifiable, predictable and controllable Not unexpected or out of the blue You have had some input in the process

Involve others in process Self-disclosure leads to self discovery

Systematic process of discovery…

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How to Increase Your Self-awareness

Individual Data Gathering Learning from Experience

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How to Increase Your Self-awareness(continued)

Individual Data Gathering Learning from Experience

– Experience-goal Matching– Keeping a Journal

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How to Increase Your Self-awareness(continued)

Reflection Self-assessment

Inventories

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How to Increase Your Self-awareness(continued)

• Self-assessment Inventories• SAQ 1: Is Management for You?• SAQ 2: What’s Your Preference:

Leadership or Management?• SAQ 3: What’s Your Emotional

Intelligence at Work?*• SAQ 4: Cognitive Style Self-assessment*• SAQ 5: Leadership Assumptions

Questionnaire• Tolerance of Ambiguity

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SAQ 3: What’s Your Emotional Intelligence at Work?

Five Basic Components ofEmotional Intelligence Self-awareness Managing Emotions Motivating Oneself Empathy Social Skill

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Interpretation: Cognitive Style Self-assessment

Theory of Personality Preferences Introvert Extrovert

Psychological Functions Perceiving Judging

Dominant Process Perception-Judgment

Combinations

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Exhibit 2.3:

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SAQ 5: Leadership Assumptions Questionnaire

1. Theory X2. Theory Y

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Tolerance of Ambiguity

Novelty indicates the extent to which you are (in)tolerant of new, unfamiliar information or situations.

Complexity score indicates the extent to which you are (in)tolerant of multiple, distinctive or unrelated information.

Insolubility indicates the extent to which you are in(tolerant) of problems that are very difficult to solve because, for example, alternative solutions are not evident, information is not available, or the problem components seem unrelated to each other.

Remember, the higher the score(s) the more intolerant of ambiguity you scored.

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Soliciting Feedback from Others Who?

360 degree feedback Personal coaches or mentors

Model for Self-disclosing and Soliciting Feedback The Johari Window

How to Increase Your Self-awareness(continued)

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Exhibit 2.5: Johari Window

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Exhibit 2.6: Guidelines for Soliciting FeedbackStep 1. Identify areas in which feedback would be of most

value.

Step 2. Assess the relative value of monitoring versus inquiring behaviors.

Step 3. Inform others of the specific areas in which you desire feedback.

Step 4. Managers should make themselves accessible to relevant others.

Step 5. Managers should monitor their own behavior.

Step 6. Managers should ensure that they have understood the sender’s message.

Step 7. Provide positive reinforcement for feedback provided by others.

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Valuing Diversity

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Concepts Understanding and

Managing Those Who Are Dissimilar from Us and from Each Other

Understanding How Cultural Diversity Affects Expectations and Behavior

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What is Diversity? Age Ethnic Heritage Gender Mental/physical

Abilities Race Sexual Orientation

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Exhibit 4.1: The Diversity Wheel

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Old vs. NewCanada Is Facing: A Shrinking Labor Pool An Aging Workforce More Women in the

Workforce Increasing Numbers of

Immigrants Globalization of Business

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How OrganizationsPromote Diversity

Fairness and Justice Decision-making

and Performance Flexibility

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Diversity’s Importanceto Managers

Accountability Development Recruitment

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Exhibit 4-1: Selected Common Diversity Practices

ACCOUNTABILITY PRACTICES

1. Top management’s personal intervention2. Internal advocacy groups3. Emphasis on EEO (equal-employment opportunity) statistics, profiles

DEVELOPMENT PRACTICES

1. Diversity training programs2. Networks and support groups3. Development programs for all high-potential managers

RECRUITMENT PRACTICES

1. Targeted recruitment of non-managers2. Key outside hires3. Extensive public exposure on diversity

See text for complete listing of Practices . . .

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What Can the IndividualManager Do?

Fully Accept Diversity Recruit Broadly Select Fairly Provide Orientation and

Training for Minorities

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What Can the IndividualManager Do? (continued)

Be Sensitize to Non-minorities

Strive to Be Flexible Seek to Motivate

Individually Reinforce Employee

Differences