Today:

1
Today

• We will
• Go through meeting management
• Learn about the psychological contract and the
  pinch model
• Learn about self-assessment and go over the
  meanings of your survey results
• Set team expectations

2
Reminder for next class

• First quiz ch. 1, 2, 12

3
Managerial Skills Lecture
Self-Awareness
4
Learning Objectives

• Have a Better Understanding of Your Class and
  Your Instructor
• Have a Better Understanding of Your Team
• Have Increased Awareness of How to Improve
  Existing Skills and Build New Ones.

5
Psychological Contract

• Your expectations/Organizations expectations
• Unwritten and implicit
• What you expect to give and what you expect to
  get
• What you will do and not do
• Basis of commitment
• Basis of effort

6
Exhibit Managing the Psychological Contract
Creating the psychological contract
Renegotiation
Renegotiation
Return
Role clarity and commitment
Termination
Crunch
Return
Pinch
Resentment and anxiety
Termination
Ambiguity and uncertainty
7
Quick question

• How do you see this issue of the psychological
  contract impacting you as a manager/employee?
  What could you do to improve your psychological
  contract when you start a job?

8
Your expectations for your professor (me)

• Form into your groups (spend a few minutes on
  introductions).
• Decide your expectations for me. Write down your
  FOUR top expectations (about 20 minutes)
• Previous classes
• What you have heard about this course/professor
• What reservations you have about this course/prof
• What you think is the instructors role in the
  class
• Now we will discuss our mutual expectations as a
  class and create a list of expectations. As part
  of the discussion think about
• How your expectations agree or disagree with the
  contributions that I feel I can make
• How do my expectations agree or disagree with the
  contributions you feel that you can make

9
My expectations of the class

• Be on time for class
• Do not speak while the instructor is speaking
• Do not sleep in class
• Provide meaningful and positive participation in
  class discussions
• Give positive participation to any exercises or
  role plays during the class
• Ask for help when it is needed (at the pinch
  point instead of the crunch point)

10
Exhibit Johari Window
11
How to Increase Your Self-awareness

• Individual Data Gathering

-Experience-goal matching -Keeping a
journal -Finding Solitude to Reflect
-Self-assessment Inventories
12
Self-awareness

• 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

13
SAQ 3 Whats Your Emotional Intelligence at
Work?

• Emotional Intelligence (EQ)
• gt100 is high EQ 50-100 is good EQ platform
• Self-awareness
• Managing Emotions
• Motivating Oneself
• Empathy
• Social Skill

14
Interpretation Cognitive Style Self-assessment

• Theory of Personality
• Preferences
• Introvert
• Extrovert
• Psychological Functions
• Perceiving
• Sensing
• Intuitive
• Judging
• Thinking
• Feeling

15
Exhibit
16
Leadership Assumptions

• Theory X Theory Y
• The closer to 50 your scores are the less
  intensely you are oriented in your belief that
  human nature is fixed in one direction or the
  other (above 65 is considered a high score)
• The further apart the scores, the more you hold
  to the belief posited by the higher value
• Discussion what would happen if you were too
  dominant Theory X? Theory Y?

17
Locus of Control

• Feelings of control over your own destiny
• The result of your own actions (I am the cause I
  can make changes)
• The result of outside forces (Someone else is the
  cause I can only accept my situation)
• Internal locus of control
• Engages in actions to change the environment
• Emphasizes achievement attainment
• More satisfied.
• Less likely to comply with leader directions
• More difficulty at arriving at decisions that
  have serious consequences
• External locus of control
• Accepts the environment as unchangeable
• Acts to clarify roles (create more structure) for
  subordinates

18
Locus of Control Scale Comparison Data

• SAMPLE SCORE NUMBER MEAN
• Alberta Municipal Administrators
  50 6.24
• Business Executives 71 8.29
• Career Military Officers 261 8.29
• Connecticut Psychology Students 303
  3.88
• National High School Sample 1000 8.50
• Ohio State Psychology Students 1180 8.29
• Peace Corps Trainees 155 5.94
• Class Results -
• internal lt gt external

19
Locus of Control

• Discussion issues
• Implications for being too internal? Too
  external?
• How could you change?

20
Four Styles of Learning

• Concrete Experience (CE)
• Learning from feeling
• -learning from experiences
• -relating to people
• -being sensitive to feelings and people
• Reflective Observation (RO)
• Learning by watching and listening
• -carefully observing before making judgements
• -viewing issues from different perspectives
• -looking for the meaning of things

• Abstract Conceptualization (AC)
• Learning by thinking
• -logically analyzing ideas
• -systematic planning
• -acting on intellectual understanding of
  situations
• Active Experimentation (AE)
• Learning by doing
• -ability to get things done
• -risk taking
• -influencing people and
• events through actions

21
Kolbs Experiential Learning Model
Concrete Experience (exercises)

Active Experimentation (personal
application assignments)
Reflective Observation (discussion)
Abstract Conceptualization (reading)
22
Concrete Experience
Accommodator
Diverger
Strengths getting things done,
leadership,taking risks Too Much trivial
improvements, meaningless activity Too Little
work not complete on time, not directed to goals,
impractical plans
Strengths imaginative, understanding people,
recognizing problems, brainstorming Too Much
paralyzed by alternatives, cant make
decisions Too Little no ideas, cant recognize
problems and opportunities
Active Experimentation
Reflective Observation
Assimilator
Converger
Strengths planning, creating models, defining
problems, developing theories Too Much no
practical application, castles in the air Too
Little unable to learn from mistakes, no sound
basis for work, no systematic approach
Strengths problem solving, decision making,
deductive reasoning, defining problems Too Much
solving the wrong problem, hasty decision
making Too Little lack of focus, scattered
thoughts, no testing of ideas
Abstract Conceptualization
23
How to Better Understand your Team

• Psychological contract (team charter) for the
  team (15-20 minutes)
• As a group create a contract that outlines your
  expectations for team behaviour and performance
  (e.g. expectations around meetings,
  presentations, reports, and the work to
  accomplish these goals)
• Refer to pages 290-292 of the text for additional
  ideas on how to better understand your team and
  how to make it more effective

24
Todays Outcomes

• What is the purpose of the exercises that we
  undertook today?
• How will it help you as a manager?

25
How to better understand yourself as a manager

• Management Credo (about 30 minutes)
• A set of beliefs and work related objectives that
  embody what you want to be as a manager
• The commitment you are willing to make to succeed
• How I want to be perceived as a boss of an
  employee

26
Exhibit Example management credo

• 25 year old starting as a sales manager
• I want to lead by example. If my sales team sees
  that Im honest forthright dedicated theyll
  strive to act the same. I believe in listening
  more than talking, and not trying to have all the
  answers. I will praise well-earned success and
  support employees who need guidance. I will not
  accept anything less than full effort from myself
  or anyone else.

27
Exhibit Example management credo

• 31 year old starting as an executive director,
  non-profit agency
• I believe in taking responsibility for what I can
  control and not wasting time with events I cannot
  control. I will manage others the way I want to
  be managed with openness and fairness
• My goals
• To earn everyones respect
• To develop each of my employees to reach a higher
  potential
• To push everyone (including me) so that we dont
  get complacent
• I commit to
• Taking bad news well without losing my temper
• Setting the highest standard of behaviour so that
  theres no confusion over whats the right thing
  to do.
• Remembering to recognize employees acts of
  kindness and selflessness
• Asking for employees feedback on my performance
  regularly rather than losing touch

28
Todays Outcomes

• What is the purpose of the exercises that we
  undertook today?
• How will it help you as a manager?