Who are you; who are others?

1
Who are you who are others?

• Self awareness diversity and ethical decision
  making

2
Self awareness

• Why does it matter to me as a manager?

3
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

4
The Enigma

• Oh I see now!
• This makes me uncomfortable

5
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?

6
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

7
How to Increase Your Self-awareness

• Individual Data Gathering
• Learning from Experience

8
How to Increase Your Self-awareness(continued)

• Individual Data Gathering
• Learning from Experience

• Experience-goal Matching
• Keeping a Journal

9
How to Increase Your Self-awareness(continued)

• Reflection
• Self-assessment Inventories

10
How to Increase Your Self-awareness(continued)

• Self-assessment Inventories
• SAQ 1 Is Management for You?
• SAQ 2 Whats Your Preference Leadership or
  Management?
• SAQ 3 Whats Your Emotional Intelligence at
  Work?
• SAQ 4 Cognitive Style Self-assessment
• SAQ 5 Leadership Assumptions Questionnaire
• Tolerance of Ambiguity

11
SAQ 3 Whats Your Emotional Intelligence at
Work?

• Five Basic Components of
• Emotional Intelligence
• Self-awareness
• Managing Emotions
• Motivating Oneself
• Empathy
• Social Skill

12
Interpretation Cognitive Style Self-assessment

• Theory of Personality
• Preferences
• Introvert
• Extrovert
• Psychological Functions
• Perceiving
• Judging
• Dominant Process
• Perception-Judgment Combinations

13
Exhibit 2.3
14
SAQ 5 Leadership Assumptions Questionnaire

• Theory X
• Theory Y

15
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.

16
How to Increase Your Self-awareness (continued)

• Soliciting Feedback from Others
• Who?
• 360 degree feedback
• Personal coaches or mentors
• Model for Self-disclosing and Soliciting Feedback
• The Johari Window

17
Exhibit 2.5 Johari Window
18
Exhibit 2.6 Guidelines for Soliciting Feedback

• Step 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 senders message.
• Step 7. Provide positive reinforcement for
  feedback provided by others.

19
Valuing Diversity
20
Concepts

• Understanding and Managing Those Who Are
  Dissimilar from Us and from Each Other
• Understanding How Cultural Diversity Affects
  Expectations and Behavior

21
What is Diversity?

• Age
• Ethnic Heritage
• Gender
• Mental/physical Abilities
• Race
• Sexual Orientation

22
Exhibit 4.1 The Diversity Wheel
23
Old vs. New

• Canada Is Facing
• A Shrinking Labor Pool
• An Aging Workforce
• More Women in the Workforce
• Increasing Numbers of Immigrants
• Globalization of Business

24
How OrganizationsPromote Diversity

• Fairness and Justice
• Decision-making and Performance
• Flexibility

25
Diversitys Importanceto Managers

• Accountability
• Development
• Recruitment

26
Exhibit 4-1 Selected Common Diversity Practices

• ACCOUNTABILITY PRACTICES
• Top managements personal intervention
• Internal advocacy groups
• Emphasis on EEO (equal-employment opportunity)
  statistics, profiles
• DEVELOPMENT PRACTICES
• Diversity training programs
• Networks and support groups
• Development programs for all high-potential
  managers
• RECRUITMENT PRACTICES
• Targeted recruitment of non-managers
• Key outside hires
• Extensive public exposure on diversity

See text for complete listing of Practices . . .
27
What Can the IndividualManager Do?

• Fully Accept Diversity
• Recruit Broadly
• Select Fairly
• Provide Orientation and Training for Minorities

28
What Can the IndividualManager Do? (continued)

• Be Sensitize to Non-minorities
• Strive to Be Flexible
• Seek to Motivate Individually
• Reinforce Employee Differences