+ we focus here on five of the most critical areas of self-awareness that have been found to be key in developing successful management. They are: Emotional intelligence, Personal values, Learning style, Orientation toward change, and Core self-evaluation. + Emotional intelligence has become a very popular topic Emotional intelligence has come to encompass almost everything that is noncognitive—including social emotional, behavioral, attitudinal, and personality factors We differentiate between emotion intelligence and Emotional intelligence refers to the ability to diagnose, understand, and manage emotional cues. Emotional competence refers to the noncognitive capabilities and skills—including social skills and how person express their emotions completely freely, +The emotional intelligence (i= +) isitheTabiltytO identify, diagnose and manage (control) your own emotions and the emotions of others for perfect relationship. + Difficultto measure and define, +Considered to be an important FBHSURE of managerial success, and is Mote powerful that [Qin predicting success in life. |. The abilty to olagnose and recognize your own emotions, 2 The abilty to control your own emotions. 5. The abilty to recognize and diagnose the emotions of thers 4 The abilly fo respond appropriately to emotional signals = These abilties SBS RUSHbUt Gan/beldaveloped!and enhanced by practice, This Ellismiorsimportant than IG. ‘poopie aro also ablo to feaUlate and contro toi malign. Whereas less El people lose contro Emotionally inteligent people are able to get in touch with and accurately diagnose their own internal feelings (you have to know why you feel angry, uncomfortable, etc). + Emotionally Inteligent people are SISOTSbIEGTGISGRIONETaN empathize with the feelings of others + Thay are SBA to what others are experiencing, and they an share in those feelings. Empathy refers to the abilifto Understand and connect with others’ feslings wnen they are happy or sad + On the other hand, tie GRniGreiahiulted ia wee feelings and responses by the emotions of others. Rather, they remain in personal control oftheir responses. |. recive managers have developed high levels of competency in emotional inteligence + AWAY at PepsiCo found that company units headed by managers with HsvSIGBed lemiolCnalintSiGenieelskis ‘ulperformed yearly revenue targets by 15 to 20 percent ‘Thoso with urdovdovolovad chills underperformed their targets by about the same amount + Astudy by consuiting company for diferent groups, found that 41 percent of the hich emotional inteligence group had been promoted after two years, vzveas only 10 percent of the low emotional intaligence pariners had been promoted. Values are important and lasting (422) beliefs about what is good or bad and desirable or undesirable Foundation for atitudes and personal preferences Basis for important Ife decisions Help to define moralty and ethies Values have major influence on a person's behavior ang| altiude, crucial decisions, life direction and personal tases. Ithas been discovered that values difer systematically ‘cross national cultures, Therefore there are Two types of valves: Cult values Personal values + Cultural values: Individual cultures emphasize values which their members broadly share. Types (of values include ethical values, religion values, and social values There are in which other people's behavior is governed by universal standards and rules such us do not lie, do not cheat, do not rob, patriotism (gas). and © in which the retationship with {an individual governs behavior, such us do not drink alcohol, do not talk to an unknown female, etc. (depending on the country or area.Personal Values + Personal values: an individual's standards that define what is_—_-good/bad, worthwhilelworthless, desirable/undesirable, true/false, moralVimmoral. + Two general types of values were identified + One general type of values is labeled of means-oriented; the other typeis _, or ends-oriented. Personal Values Two types of personal values: imental values: Those values that prescribe desirable standards of conduct or methods to reach a goal. The most desired personal values in workplace are “RESPONSIBLE” and “HONEST”, “PROACTIVE followed by "CAPABLE", “IMAGINATIVE”, LOGICAL. inal values: Those values that designate desirable ends or goals for an individual Terminal values are either personal (for example, peace (of mind) or social (for example, world peace), Values that Managers Desire Compared to the population in general, managers place substantially more value on: achievement oriented, finish his duty perfect. a © value related 10 economic. + Independence + The instrumental value managers held highest for themselves, in fact, was “arb on"; their highest held terminal value was “senso of accomplishment.” Ethical Decision Making And Values “Most managers feel they are under pressure to compromise standards to meet company goals + Conflict between maximizing: economic performance (as indicated by revenues, costs, profits, and so forth) ana social performance (as indicated by obligations to ‘customers, employees, suppliers, and so forth. 3. Learning Styles An individual has to observe, notice, interpret and respond to information in a certain way. Learning style: + The inclination each of us has to perceive, interpret and respond to information in a certain way. + (1) the manner in which you gather information and (2) the way in which you evaluate and act on information. Learning Styles + There are three! dimensions of your coanitive style - Knowing style, - Planning style, - Creating style. Learning Styles 41- Knowing style: + Individuals who score high on the knowing style tend to emphasize facts, details, and data. They seek clear and objective solutions to problems. + They {66US on the GfGAVIRENMIGEIE of the information and precision. They are catefil, SIOW to jump to conclusions, and precise in evaluating information. They look for fationality + Studenis with knowing style hig t6liniajor inthe physical science, engineering, law and computer. Learning Styles 2- Planning style: * Individuals who score high on the planning style are inclined toward structure, preparation, and planning. They seeks outlines and processes. Focuses on methods, preparations and follow-up. + Those individuals arellresistantlltollichangs, overwhelmed by chaos. can't handle illogical issues. Student with planning style tend to major in economics, accounting, mathematics, medicine,Learning Styles 3- Creating style: + Individuals who score high on the creating style tend to prefer experimentation, non-rational thinking, and creativity ‘They seek uncertainty and innovation. Rules and procedures are viewed mostly as ‘obstacles and constraints, so they are offen disorganized and imaginative. In college people with creating style tend to major in the arts, history, psychology. Learning Styles + Learning (Cognitive) style does not indicate inteligence or capability. Smart people may score high or low on any of the cognitive styles. Knowing your cognitive style, however, can prove advantageous in several ways, such as when selecting career options. People can modify their learning styles, of course, as they engage in different kinds of activities, interact with different kinds of people, or manage in different kinds of work environments. 4. Attitudes Toward Change Graduates of management schools today will face an environment unlike any person has. ever experienced before. + Two key attitudes toward change— tolerance of ambiguity and locus of control—have been found to be associated with success in management roles. ae 4. Attitudes Toward Change key attitudes toward change| ‘Tolerance of Ambiguity: refers to the extent to which individuals are threatened by or have difficulty coping with situations that are ambiguous, where change occurs rapidly or unpredictably, where information is inadequate or unclear, or where complexity exists. 4. Attitudes Toward Change key attitudes toward change| Managers wih HiGtGeNSISTeRSRSBIEUINscores are more likely + tobe entrepreneurial in their actions, + to screen out less information in a complex environment, ‘and to choose specialties in their occupations that possess. less-structured tasks. + To cope more effectively with major organizational change, downsizing, and role stress and conflict In general, the more tolerant people are of novelty, complexity and insolubilly, the more likely they are to succeed as managers in informationsich, ambiguous environments. They are less overwhelmed by ambiguous circumstances. » 4. Attitudes Toward Change key attitudes toward change or place) of Control: The attitude people develop regarding the extent to which they control their own destinies. Locus of Control Internal Locus of Contra! | was the cause of the success or failure for the change. External Locus of Control: ‘Something else caused the success or failure.’ + People who develop an internal locus of control believe that they are responsible for their own success. + Those with an external locus of control believe that external forces, like luck, determine their outcomes. * Locus of Control Difference between internal and external focus of control (1/4) + Internal locus of control is associated with successful management in North America VS External locus of control is Most commonly found in managers from Eastern cultures + Internal leaders rely more on persuasion and expertise as a source of power VS Extemal leaders tend to use coercive (41-8) power and threat + The firms led by internals engaged in: more innovation, more risky projects, more leadership in the marketplace, longer planning horizonsLocus of Control Difference between internal and external locus of control (2/4) People with an internal locus of control are more likely to: -be attentive to aspects of the environment that provide useful information for the future, -engage in actions to improve their work environment -place greater emphasis on striving for achievement, = be more inclined to develop their own skills, Locus of Control Difference between internal and external locus of control (3/4) + ask more questions = remember more information than people with an external locus of control be leaders. be less alienated from work environment = be more satisfied at work. ~ experience less stress Locus of Control Difference between internal and external locus of control (4/4) - experience more position mobility (promoted) - outperform externals in stressful situations - engage in more entrepreneurial activity bo more active in managing their own careers have higher levels of job involvement 5. Core Self-Evaluation + Personality: The relatively enduring traits that makes an individual unique. Every person has a distinct and different personally. + These differences are manifest in ertaifilkindS: of behaviors, attitudes, emotional reactions, and thought patterns. Determinants of Personality + Some of our personality may be attributed to biology and genetics + However, people can make changes to their personality if they are determined. The Big five Personality Characters ||. Exioversion. people are incined toward enjoy Interacting with people and, being outgoing instead of ‘quiet and reserved. 2 Agreeabieness: which people are friendly and affable as opposed to being disagreeable and aggressive. 8, Consciontiousnees: the extent to which people are Creful, task oriented, and orderly as opposed to being disorganized, flexible, and unreliable, 4 Newrolieism: people are emotionaly fragile, negative, ‘and foarful as opposed to boing optimistic, positive, and emotionally stable 5. Openness: people are curious and open to new ideas _as opposed to being rigid or dogmatic Core Self-Evaluations Core self-evaluation assesses the extent to which you possess positive self-regard, or that you feel valuable, capable, stable, and in control Core self-evaluations subconsciously influence people's appraisal of themselves, the world, and others. f Core Self-Evaluation: 4 Components 4. SolEsieem: the extent to which people see themselves as capable, successful, and worthy 2. Goneralized Sol-Etficacy: the sense of one’s ability to perform capably across a varity of ercumstances, © Neurotiism: the tendency to have @ negative outlook ‘and pessimistic approach to ie. “Locus of Control referring fo @ person's beliefs about the extent to which he or she ean control his or har own experiences.Sel Evaluation © Jobsatisection © Job perfor io happi