GEETANJALI INSTITUTE OF MANAGEMENT

STUDIES

DCS – II
(FOR ADDITIONAL REFERENCE)
 ADDITIONAL RESOURCES FOR THE REFERENCE
MODULE – 1
EMOTIONAL INTELLIGENCE
1. WHAT IS THE DIFFERENCE BETWEEN IQ AND EQ?
EI is the ability to:
Sense and Understand
Manage
Communicate
To discriminate among emotions and thoughts and use this information to guide
future thinking and actions.
EI does not merely mean “being nice” or submissive. Nor does it mean allowing
free rein to your feelings – “letting it all hang out.”

2. THE ROLE OF THE BRAIN IN EMOTIONAL INTELLIGENCE

1. A person must have control over his/her emotions in order to utilize the
rational, thinking part of the brain.
2. Our brains are more emotional than logical.
3. We “unlearn” old habits of thought, feeling and action that are deeply
ingrained and integrate new ones. Such a process takes motivation, effort, time,
support and sustained practice.
3. EMOTIONAL INTELLIGENCE QUIZ
Please note: This questionnaire is by no means an exhaustive measure of your
emotional intelligence both because of its length and the fact that it is self-
scoring. For a more complete and accurate picture of emotional intelligence,
various online assessments can be purchased.

4. THE GOLEMAN FRAMEWORK: EI – Four Learned Competencies

Can you walk into a room, meet a
Self-awareness — the ability to stranger and quickly sense that
recognize your emotions and their something is not as it seems? Formerly
impact. known as “intuition,” this instinctual
knowledge is based on emotional
intelligence.
Self-management — the ability to Can you adequately harness your
control your emotions and behavior anger, disappointment or fear so your
and adapt to changing circumstances. emotions don’t interfere with your
ability to listen or problem solve? Do
you know when you need help, and
can you ask for it?
Social awareness — the ability to Can you tell when you are
sense, understand, and react to the unintentionally making another person
emotions of others and to feel uncomfortable or when someone who
comfortable socially. is smiling is really upset?
Can you remain calm, energized and
Relationship management — the focused in the face of another’s
ability to inspire, influence, and distress or during an upsetting
connect to others and to manage situation? Can you defuse conflict?
conflict.
EMOTIONAL INTELLIGENCE FRAMEWORK

PERSONAL COMPTENCE SOCIAL COMPETENCE

1. Self-Awareness – Knowing your internal, cognitive state, preferences,

resources and intuitions.
Understand negative thought processes/emotional triggers
Recognize relationship between thoughts, feelings, and actions
Learn to interrupt negative thinking
The power of Proactivity
APPLICATION
How are your strengths and weaknesses in the area of self-awareness impacting
your personal and professional roles? How would one or more of these situations
improve if you were to become more self aware?

2. Self-Management –
Managing your internal emotional/cognitive states, impulses and resources to
obtain goals.
Identify limiting beliefs
Use goal setting and follow up to demonstrate power to change destiny
Begin with the end in mind/consider possibilities
Change leader
Self-regulation

APPLICATION
How are your strengths and weaknesses in the area of self-management
impacting your personal and professional roles? How would one or more of these
situations improve if you were to become more self aware?

3. Social Awareness - the ability to sense, understand, and react to others'

emotions while comprehending social networks.
Understanding others/empathy
Paying attention to body language cues
Effective communication skills
Recognizing communication blockers
Practicing active listening

APPLICATION
How are your strengths and weaknesses in the area of social awareness impacting
your personal and professional roles? How would one or more of these situations
improve if you were to become more self aware?

4. Social Skills - the ability to inspire, influence and develop others while
managing conflict.
Learn to be a leader
Learn to be a follower
 Value contributions of all participants
Follow through on commitments
Understand conflict
Seek consensus
The art of listening effectively

APPLICATION
How are your strengths and weaknesses in the area of social skills impacting your
personal and professional roles? How would one or more of these situations
improve if you were to become more self aware?
 MODULE – 2
TOPIC: TIME MANAGEMENT

What Is Time Management?

Working Smarter to Enhance Productivity

Improve the way that you use your time.

Do you ever feel like there's not enough time in the day?

We all get the same 24 hours – so why do some people seem to achieve more
with their time than others? The answer: good time management.

Time management is the process of organizing and planning how to divide your
time between different activities. Get it right, and you'll end up working smarter,
not harder, to get more done in less time – even when time is tight and pressures
are high.

The highest achievers manage their time exceptionally well. And by using Mind
Tools' time-management resources, you too can make the most of your time –
starting right now!

The Benefits of Good Time Management

When you know how to manage your time effectively, you can unlock many
benefits. These include:

 Greater productivity and efficiency.

 Less stress.
 A better professional reputation.
  Increased chances of advancement.
 More opportunities to achieve your life and career goals.

Overall, you start feeling more in control, with the confidence to choose how best
to use your time.

And by feeling happier, more relaxed, and better able to think, you're in a great
place to help others reach their targets, too.

General Time-Management Tools

Mind Tools has a range of resources designed to improve your time management
overall. These offer practical solutions to common time-management challenges,
as well as ways to change key habits for the better.

How to Be More Organized explains why your environment needs to be as

organized as your thinking! There are practical tips from highly organized people,
plus ideas for using technology to take more control of your time.

And, since good time management relies on planning, recording and reflecting on
your activities, we explain some of the best-known tools for doing this, including
Activity Logs, To-Do Lists and Action Programs.

Prioritization:

You can achieve more when you start dedicating time to the right things. But how
do you know what those things are?

Eisenhower's Urgent/Important Principle is a way to distinguish between

demands, so that you prioritize them wisely.

The Action Priority Matrix includes a downloadable worksheet for exploring how
much time to give to different activities (if you should be doing them at all!).

And our article, Managing Conflicting Priorities, explains what to do if priorities

clash.
Scheduling:

You may know what you need to do – but when should you do it? Timing is
everything.

It pays to get tough tasks done while you’re still feeling fresh, for example, as we
explain in Is This a "Morning" Task?

And you can boost your efficiency, gain people’s trust, and use adrenaline to your
advantage, by reading How to Meet a Deadline

Goal Setting:

The most successful "time managers" have clear targets to aim for. They develop
SMART Goals, allowing them to allocate their time effectively.

Treasure Mapping is a powerful way to see your goals clearly – so that you're
motivated to give them the time they need. Personal Mission Statements are
also helpful for being organized and staying committed to your plans.

Concentration and Focus:

It's no good just making the time to pursue your priorities. You have to use that
time well, too. We have a collection of resources devoted to doing just that,
including advice on minimizing distractions, and getting into a focused state of
"flow

There's also detailed guidance on using your time well when you're working from
home, and when you're doing your job on the move

Time Management in Practice:

Even with the best intentions, and plenty of powerful tactics, it's all too easy to
fall back into bad time-management habits. So Mind Tools offers a number of
resources that will help you to stay on track.

How to Stop Procrastinating, for example, explains why it's so tempting to put
things off – and how to stop doing it.
9 Ways to Use Your Dead Time Wisely makes sure that you don't waste a
moment.

And in Self-Discipline, we explore the core skills you'll need to embed long-lasting
time-management techniques.

The Action Priority Matrix

The Action Priority Matrix is a tool that enables you to make the most of your
time by helping you choose the right tasks and opportunities to pursue.

The world is full of opportunities. Unfortunately, there is never enough time to

pursue all of these opportunities. Because of this, you need to choose your
opportunities and tasks wisely, so you make the most of your time.

You want to ensure that you choose those tasks that will give you the most
significant return on your time investment. You also want to avoid those tasks
that don’t move you forward.
You can see, the matrix is a two-by-two grid. On the x-axis we have the effort
needed to complete a task, going from low to high. On the y-axis, we have the
impact on results completing a task will have.

To use the tool, you score your tasks or to-do list firstly by effort and then by their
impact. You then place each task on the grid according to its score.

The four quadrants are defined as follows:

Quick Wins (High Impact, Low Effort)

Quick wins are the most attractive projects, because they give you a good return
for relatively little effort. Focus on these as much as you can.

Major Projects (High Impact, High Effort)

Major projects give good returns, but they are time-consuming. This means that
one major project can "crowd out" many quick wins.

Fill Ins (Low Impact, Low Effort)

Don't worry too much about doing these activities – if you have spare time, do
them, but drop them or delegate them if something better comes along.

Thankless Tasks (Low Impact, High Effort)

Try to avoid these activities. Not only do they give little return, they also soak up
time that you should be using on quick wins.

Tip:

Once you understand the principles behind the Action Priority Matrix, you'll
probably find that you apply it quickly and intuitively to new tasks and projects.

How to Use the Tool

To use the Action Priority Matrix, download our worksheet and then follow these
steps:
Step 1

List the major activities that you want to or need to complete.

Step 2

Score these on impact (from, say, 0 for no impact to 10 for maximum impact), and
on effort involved (from, say, 0 for no real effort to 10 for a major effort).

Step 3

Plot the activities on the Action Priority Matrix, based on your scores.

Step 4

Prioritize appropriately, and delegate or eliminate low-impact activities.

Tip:

Use common sense to interpret the lines that separate the four quadrants. After
all, there's only a small difference between a 4.9-impact activity defined as a
"thankless task" and a 5.1-impact task defined as a "major project."

Action Priority Matrix Examples

Let’s take a look at some examples of tasks that fall into different categories
within the matrix.

1. Quick Win Examples

 Give a product demonstration to a potential new customer.

 Call back a sales lead.
 Complete your tax return.

2. Major Project Examples

 Write a book.
 Finish a project to redesign your website.
 Finish a strategic planning exercise.
3. Fill-In Examples

 Book flights to attend a conference.

 Pay an invoice.
 Deal with low-priority emails.

4. Thankless Task Examples

 Browsing Internet news sites.

 Looking at Facebook.

Variations

The model doesn’t just have to be used to prioritize your personal task list. You
can also use it in a variety of other ways.

 It’s common to use the model with a team to help prioritize their work.
 You can also use the model if you have a series of projects you want to
analyze. In this case, it might improve your decision making if you change
the x-axis to Cost and the y-axis to Estimated Return on Investment.
 The Action Priority Matrix is very closely related to the Eisenhower Matrix,
which is used to prioritize a personal to-do list using urgency and
importance.

EISENHOWER’S URGENT VS. IMPORTANT MATRIX

What is Eisenhower's urgent vs. important principle?

The Eisenhower's urgent vs. important principle involves evaluating any task in
terms of its urgency and importance before placing them in one of the four
quadrants of Eisenhower's matrix. Dividing tasks by labeling them as either urgent
tasks or important tasks helps distinguish which tasks should be your first priority
and create understanding about what to do with any tasks that you cannot work
on immediately.
Both urgent and important tasks may relate to business matters, personal matters
or sometimes both.

What are urgent tasks?

Urgent tasks are one or multiple tasks that need attention or reaction right then.
Some examples of urgent tasks are:

 Issues that face immediate impact

 A crisis, whether personal or within a business
 A project with an immediate deadline
 Unavoidable interruptions, such as emails or phone calls

Urgent tasks require a response or immediate action. These are the items on a to-
do list that are usually written and done first when presented.

What are important tasks?

Important tasks are tasks that usually relate to an individual's long-term goals.
Some examples of important tasks include:

 Capability improvement or improving limits

 Building relationships
 Learning direction
 Implementing strategy
 Researching, planning and testing

Important tasks are tasks that attribute value to long-term goals or an overall
mission. Some important tasks may also be urgent, but they typically do not
require immediate attention.

The Eisenhower matrix

This matrix allows you to prioritize your tasks. Here are the four quadrants of the
Eisenhower matrix:
Urgent and important

Urgent and important tasks are tasks you should do as soon as possible. Examples
of urgent and important tasks can include:

 An urgent call from family

 Any measure taken to uphold or reinforce safety or company policy
 An incoming call from any member of a board of directors or important
stakeholder
  Outside media reporting, such as an interview or filming for company-
related production
 Tax deadlines

Not urgent but important

Not urgent but important tasks are important tasks that you can wait to
complete. These tasks should have a due date, but you may schedule and
complete them in the future. Examples of not urgent but important tasks may
include:

 A set obligation to exercise

 Study related to a particular project venture
 Time with family
 Car maintenance
 Improving a personal hobby
 Investing in a new hobby

Urgent but not important

Urgent but not important tasks are tasks you should delegate to another team
member to complete if possible. Examples of urgent but not important tasks may
include:

 Unexpected texts or phone calls

 Coworkers who ask for work-related advice
 Requests for letters of recommendation
 Employee emails
 Unannounced family requests

Not urgent and not important

Not urgent and not important tasks are tasks you do not need to prioritize. These
are tasks you may complete when no other tasks are available. Examples of not
urgent and not important tasks may include:

 Mindlessly browsing the internet

 Watching TV or online videos
  Playing video games or web games
 Browsing social media channels
 Shopping sprees for nonessential items
 Gambling
 Playing card games

Advantages of Eisenhower's urgent vs. important principle

There are some advantages of using the Eisenhower's urgent vs important
principle. Some of these advantages may include:

Preventing procrastination

Using the Eisenhower's urgent vs important principle can aid in preventing

procrastination by aligning your tasks in a processable, orderly way.
Understanding where tasks go on your priority list can help prevent
procrastination and boost your work efficiency in the future.

Prioritizing your tasks

When you properly use this principle, you may achieve more with your time and
your work. You can do urgent tasks according to their need while also ensuring
that you don't forget about important tasks.

Creating a balanced workday

With the Eisenhower matrix, you can address tasks with their importance in mind.
This is so that you do not completely schedule your workday with completing
urgent tasks, but achieve a balance of tasks. This ensures that important tasks
have a due date.

Tips for using Eisenhower's urgent vs. important principle

Here are some tips to consider when using Eisenhower's urgent vs important
principle in your workplace:
Create a to-do list

Creating a to-do list after you divide your tasks using Eisenhower's matrix will help
you remember which tasks need to be completed first. It can help you remember
tasks, preventing you from forgetting important or time-sensitive tasks. It also
ensures that you use all the work you've done to create your Eisenhower's matrix
effectively.

Limit your task count

While the Eisenhower matrix can prioritize many tasks, consider limiting your task
count to that which you can complete in your current workday. This helps you
stay on task and within a realistic task expectation. Limiting your task amount
may also make the entire task prioritization effort easier.

Prepare the evening or night before

Consider preparing your matrix and lists the night or morning before your
workday. This allows you to best utilize your time towards completing your tasks
rather than dedicating time to planning.

Track delegated tasks

When delegating tasks to others because of the principle, consider keeping track
of how the delegated task is progressing. This will send a positive message to the
employee who received your delegation, and may help the delegated task
progress even further. Keeping track of your task progress can give you the
opportunity to offer advice to others or answer questions.
 MODULE - 3

TOPIC: LEVEL 5 LEADERSHIP

Level 5 Leadership is a concept developed by Jim Collins in his classic business
book, Good to Great.

To write Good to Great, 1,435 companies were analyzed over a 40 year period.
The aim of this analysis was to find companies that had been good for a long time
but had then transformed into great companies. Specifically, he was looking for a
sustained period of greatness.

From the 1,435 companies, just eleven were found that had gone from good to
great. The question the book tries to answer is what made these eleven
companies successful?

Level 5 Leadership

In every Good to Great company that Collins studied, he found that they all had
the same type of leader. He named this type of leadership Level 5 Leadership.

The concept is so fundamental to transforming a company from good to great

that it is the first concept introduced in the book.
Let’s examine each level of leadership, starting with the lowest level of
leadership, the Highly Capable Individual.

Level 1 Leadership: Highly Capable Individual

If you think about an organizational hierarchy, the lowest level of leadership is the
Highly Capable Individual. These are people who contribute using their skills,
know-how and good work habits.

They are good at what they do and they contribute by doing a good job.

Level 2 Leadership: Contributing Team Member

The next level of leadership is Contributing Team Member. These are people who
are able to use their skills and knowledge to help their team succeed.
They are good at what they do and also contribute to the success of the team.

Level 3 Leadership: Competent Manager

The third level of leadership is Competent Manager. These are managers capable
of organizing their team to efficiently reach pre-determined objectives.

They contribute to the success of the organization by driving their team hard, but
they do not determine the team’s objectives.

Level 4 Leadership: Effective Leader

The penultimate level of leadership is Effective Leader. This is the level at which
the majority of leaders can be found.

Note that you don’t need to move sequentially through the other four levels to
become a Level 5 Leader. Level 5 Leaders have the abilities of the other four levels
plus a unique combination of being strong-willed yet humble. It is this
combination of will and humility that makes them great. It also sets them apart
from all the other levels of leadership.

Leaders in the other four levels can produce success, but not enough for
sustained organizational greatness. Remember that all the companies Collins
found that went from good to great had this type of leader. Companies didn’t go
from good to great without this type of leader.

What defines a Level 5 Leader and sets them apart are the following behaviors:

 Paradox or duality: They are ambitious, but this ambition is for the
organization to excel rather than themselves. Despite their ambition, they are
modest about what they personally contribute. There are also self-effacing.
This is countercultural. In modern culture, we think of great leaders as being
larger than life personalities such as Richard Branson and Elon Musk.
 Driven: They are fanatically driven to produce exceptional results on a
sustainable basis. The key word here is sustainable. There drive isn’t short-
lived, and neither are the results they seek.
 Build successors: They build successors to be even more successful than they
are. This is in stark contrast to level 4 leaders who will sometimes set up their
successors for failure to make themselves look good.
 Share praise: They share the praise amongst the team when things go well.
 Take blame: They are happy to take the blame when things go wrong. By
sharing the praise and taking the blame they make their team extremely loyal
and committed to them.
 Normal people: They never have larger than life personalities nor are they
celebrities.
 Come from within the organization: They tend to come from within the
organization because their greatness comes from quiet hard-work, rather than
one-off acts of heroism.

How to Become a Level 5 Leader

To become a Level 5 Leader you need to develop your professional skills and your
emotional intelligence. Following these steps will help you:

1. Develop your humility

It’s good to be ambitious. But it’s better to be ambitious yet humble.

Tools which can help you understand the importance of humility include:

 Referent power: can help you to develop power without force or formal
authority.
 Emotional intelligence: developing your emotional intelligence can make you
a better-rounded leader.

2. Develop Loyal Followers

Level 5 Leaders have followers who are committed and deeply loyal. To develop
team loyalty you can:

 Take responsibility: When things don’t go to plan look in the mirror and take
the blame yourself. Level 5 Leaders never blame others when things don’t go
to plan.
 Use reward power: When things go to plan, deflect attention from yourself
and give the praise to your team. Reward power is a tool which can help you
do this in a way that motivates your entire team.

3. Recruit from Within

Level 5 Leaders recruit from within. It’s difficult to find Level 5 Leaders from
outside the organization – they tend to be Level 4 Leaders – people who shout
about their own successes. Level 5 Leaders typically reach their position through
quiet, hard work.

4. Develop your Drive

Level 5 Leaders are exceptionally driven to achieve results.

Setting clear yet challenging and exciting goals can help develop your drive.

As part of this, they hold themselves and others to very high standards. They
follow the adage of hire slow and fire fast. If they have a problem team member
they will act quickly to rectify the problem even if this means moving the team
member on.

5. Lead with Passion

Level 5 Leaders lead with passion. To develop your passion make sure you have a
clear and compelling vision for where you want your team to go.

TOPIC: CAREER PLANNING

What is a career plan?

A career plan is a practical strategy that allows you to determine your skills and
interests, set career goals, and put actions in place that will help you reach them.

It’s a continuous process, and it includes an overview of:

 Your current skills and experience

 Your career goals
  Your interests
 Your priorities
 Your intended actions

Why is career planning important?

Career planning is a great way to ensure your career is going in the right direction.

Not only does it help you realize your passion, it also facilitates your career goals
with tangible actions and aims. At the very least, it’ll help you to answer career
goal questions at your next interview.

By assessing your situation, you’ll additionally be able to determine and fill any
gaps in your knowledge or experience that might be holding you back from your
dream job.

Who should make a career plan?

Everyone can benefit from creating a career plan.

Whether you’re still studying, you’ve just graduated, you want to change careers,
or you’re itching for a promotion – a career plan will ensure your actions are in
line with your goals.

And it’s not just big changes that a career plan helps implement. You can also use
it to learn new skills and widen your knowledge in a particular area.

What Is a Career Planning Process?

The career planning process involves taking the time to decide what your career
goals are and how you'll get there. You might engage in this process on your own
or with a guidance or career counselor.

You can also start the career planning process at any point in your career.
Although it's often associated with high school and college students, it can also be
helpful for those who are contemplating a career change or who aren't seeing the
progress they'd like in their career field.
How a Career Planning Process Works?

The career planning process includes several steps. Ideally, you'll revisit these
steps from time to time to see the progress you've made and to reassess your
goals.

Conduct a Self-Assessment

Evaluate your strengths, preferences, passions, work style, and financial needs.
Consider your work, school, and volunteer experiences. What have you enjoyed?
What drives you crazy? For example, if the idea of wearing a suit every day makes
you want to scream, you may not want to pursue a career in finance. Or you
might want to work for a start-up company that takes a non-traditional approach
to finance.

Consider both who you are as a person and who you desire to become as a
professional. Take a careful inventory of your career values, interests, skills, and
personal qualities.

Research Potential Careers

Next, brainstorm possible job options and investigate them. Look at the
descriptions and qualifications for various positions, typical entry points, and
advancement opportunities.

In addition to online research, interview people involved in your area of interest

for information and advice about their work, asking about the realities of the field
and the recommended preparation for it, including continuing education
requirements or graduate study.

Internships and part-time jobs are an excellent way to sample a field of interest.
They provide the opportunity to perform some of the job functions and evaluate
the workplace environment.

You may also want to consider job shadowing. Similar to externships, these
experiences last from one morning to several weeks and are an excellent way to
get a feel for what your responsibilities would be in a given role.
If you're in school, consider applying for on-campus roles related to potential job
interests. For example, if you're thinking about a journalism career, you might
work for a campus magazine or newspaper. If you're interested in finance, you
might volunteer for the student credit union.

Selecting project-oriented courses related to career options can also help you to
decide what's right for you. For example, if you're considering product
management as a career, you might select a marketing course where you
formulate a branding campaign for a product as a project.

Decide on One or More Career Paths

Consider the pros and cons of the career options you've been researching.
Consider the current demand in the field, whether you're comfortable with
relocation, and your potential income. Income isn't everything, of course, but it's
something to consider in balance with other aspects of your career. For example,
work as a professional actor can be erratic and low-paying initially, but if you can't
imagine doing anything else, the risk might be worthwhile.

You may decide on one career path, or you may want to position yourself for a
few options. It all depends on where you are in your life and what career options
you're considering.

Set Concrete Goals

Set specific goals for how you want to progress on your career path. For example,
if you need to go to graduate school to enter your chosen field, set a date for
when you want to decide on three graduate schools to apply to.

If you're looking for a job in your field, set a goal for how many applications you
want to send each week or to attend one networking event per week.

Some of your goals may be short-term, while others may be long-term. You might
set a goal of achieving an executive-level position in 10 years. Think about the
small steps you'll need to take to achieve that goal and set timelines for those
goals too.

Your goals and timeline will change along the way, but setting concrete goals in
writing is an important starting point for your career.