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Presentation
- 1. Self-Awareness in Management & Leadership
- 4. Who am I? (Eysenck) How much do I really know about me? England/ Johari Window) Is that all? Argyris Taking this knowledge to the top Drucker How can put this knowledge at work? Holland
- 5. How do you see yourself? The Office Video
- 12. How you see yourself might not be how others see you… The Office Video
- 13. David England (2002) Inner Leadership – personal transformation Overview of Article The article purports Inner Leadership provides a systematic method to display the qualities required for a successful business leader. Inner Leadership allows people to utilize their “deepest resources and self-leading potentially” (England, 2002, pp. 21) in the search for effective leadership.
- 28. Example Incentives Describing Your Motivators Efficient Energetic Curious Outgoing Persuasive Sociable Understanding Creative Precise Mechanical Practical Self Reliant Assertive Insightful Direct Observant Responsible Intuitive Inventive Idealistic Presentable Understanding Scientific Rebellious Methodical Friendly Imaginative Analytical Mechanical Naturalist Helpful Self Confident Money
- 29. Example Competencies Describing Your Competencies Team Player Event Coordinator Trainer Artist Scientist Outdoorsman Leader Scout Mathematician Thinker Loves Detail Project Manager Debater Electrician Cooperative Computer Literate Handyman Propagandist Machine Operator Painter Public Speaker Supervisor Sportsman Mediator Accountant Singer Writer Metro-sexual Businessman Negotiator Improver Interior Decorator Solutions’ Provider Office Manager Lawyer Medicine
- 30. Example Motivators Satisfaction Drivers Mechanics Project Management Meetings Performance Monitoring Team Sports People Management Using Computers Making Decisions Book Keeping Working Independently Team Projects Paper Work Marketing Ideas Photography Scientific Experimentation Working Outside Office Work Manual Labor Dancing Youthful Cultures Conservative Cultures Cooking Technical Reading Fiction Reading Following Procedures Politics Volunteer Work
- 35. It’s important to have a good working relationships at work
- 36. Higher Ground
- 37. Managing Oneself Drucker. P Source: Harvard Business Review; Jan2005, Vol. 83 Issue 1, p100-109, 9p, 3 color
- 60. Learning
- 69. Single Loop Verses double loop Single loop – a very defensive chicken not prepared to look at how it contributed to the problem Double loop – The monkey at least challenged its own process Single loop - Not your fault Not my fault
- 76. Gaps/Weaknesses
- 77. Questions?
- 79. Thank You
- 80. References Action Science: Arygris,C. (1991) Teaching Smart people how to learn , Harvard Business Review , 69 (3) , 99-109. D. Oestreich, K. R. A. (1998) Driving Fear out of the Workplace - Creating the High Trust, High Performance Organisation, San Franciso, Jossey-Bass Inc. Deem, J. (2009), The relationship of organizational culture to Balanced Scorecard effectiveness , Dissertations & Theses: Full Text. Sostrin, J. (2008) Establishing and validating a conceptual framework of barriers to workplace learning and performance: A Q-method study. Dissertations & Theses. Action Science, <http://www.actionscience.com/actinq. htm >, viewed on August 12, 2009. England: Sanchez, R. 2002, Understanding competence-based management, Identifying and managing five modes of competence, Journal of Business Research, Volume 57, pp. 518- 532 Bandura, Albert (1977), Social Learning Theory, Alexandria, VA: Prentice Hall, pp. 247, ISBN 0138167443 Bandura, Albert (1997), Self-efficacy: The exercise of control , New York: Freeman, pp. 604, ISBN 9780716726265
Editor's Notes
- Please ask yourself these questions , then stop the presentation and post your answers on the black board before you continue with the with presentation.
- Peter Drucker (2005) presents a self analysis approach to learning about leadership skills and traits. His core message in “Managing Oneself” is that
- This is an area that few of us look into and truly understand. There isn’t a course that you take to understand How you perform? To most of us, this can be an even more important questions that What are my strengths as people will achieve results by working in ways that they best perform.
- Any number of tests will rate you in regards how well you work with people, to determine your position in your working relationships.
- A great many people perform best as advisers but cannot take the burden and pressure of making the decision. A good many other people, by contrast, need an adviser to force themselves to think; then they can make decisions and act on them with speed, self-confidence, and courage.
- A lot of the self review questionnaires that you find on the internet or must fill out when applying for a new position want to deduce whether you perform well under stress, or if you need a highly structured and predictable environment. Another assessment is made on whether you work best in a big organization or a small one?
- This is not a question of ethics. With respect to ethics, the rules are the same for everybody, and the test is a simple one. It’s the &quot;mirror test.”
- What is ethical behavior in one kind of organization or situation is ethical behavior in another. But ethics is only part of a value system -- especially of an organization's value system. To work in an organization whose value system is unacceptable or incompatible with one's own condemns a person both to frustration and to nonperformance.
- A small number of people know very early where they belong. Mathematicians, musicians, and cooks, for instance, are usually mathematicians, musicians, and cooks by the time they are four or five years old. Physicians usually decide on their careers in their teens, if not earlier. But most people, especially highly gifted people, do not really know where they belong until they are well past their mid-twenties.
- Throughout history, the great majority of people never had to ask the question, What should I contribute? They were told what to contribute, and their tasks were dictated either by the work itself -as it was for the peasant or artisan -- or by a master or a mistress -- as it was for domestic servants. Results should be visible and, if at all possible, measurable. From this will come a course of action: what to do, where and how to start, and what goals and deadlines to set.
- a few great artists, a few great scientists, a few great athletes. Most people work with others and are effective with other people. That is true whether they are members of an organization or independently
- Drucker believes that few answer yes. And yet, acting on this knowledge is the key to performance; or rather, not acting on this knowledge condemns one to nonperformance.
- Drucker concluded that:
- In effect, managing oneself demands that each knowledge worker think and behave like a chief executive officer. Further, the shift from manual workers who do as they are told to knowledge workers who have to manage themselves profoundly challenges social structure.
- To end the presentation please ask yourself these questions and post on the black board.