Towards Personal Excellence: Psychometric Tests and Self-Improvement Techniques for Managers (Response Books)

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Author: Seema Sanghi

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Towards Personal Excellence

Towards Personal Excellence Psychometric Tests and Self-Improvement Techniques for Managers Second Edition

Seema Sanghi

Response Books A division of Sage Publications New Delhi/Thousand Oaks/London

Copyright © Seema Sanghi, 2007, 2002 All rights reserved. No part of this book may be reproduced or utilised in any form or by any means, electronic or mechanical, including photocopying, recording or by any information storage or retrieval system, without permission in writing from the publisher.

First published in 2002 This second edition published in 2007 by

Response Books A division of Sage Publications India Pvt Ltd B-42, Panchsheel Enclave New Delhi 110 017 Sage Publications Inc 2455 Teller Road Thousand Oaks, California 91320

Sage Publications Ltd 1 Oliver’s Yard, 55 City Road London EC1Y 1SP

Published by Tejeshwar Singh for Response Books, phototypeset in 11.5/13 pt Agaramond by Star Compugraphics Private Limited, Delhi and printed at Chaman Enterprises, New Delhi. Library of Congress Cataloging-in-Publication Data Sanghi, Seema, 1961– Towards personal excellence: psychometric tests and self-improvement techniques for managers/ Seema Sanghi. —2nd ed. p. cm. Includes bibliographical references. 1. Management—Study and teaching. 2. Management—Psychological aspects. 3. Self-actualisation (Psychology) I. Title. HD30.4.S26

658.4'09—dc22

ISBN: 10: 0–7619–3504–5 (PB) 13: 978–0–7619–3504–9 (PB)

2006

10: 81–7829–659–4 (India-PB) 13: 978–81–7829–659–3 (India-PB)

Production Team: Anindita Majumdar, Sanjeev Sharma and Santosh Rawat

2006031612

To Pradeep, Prateek and Sakshi

Contents Foreword by Udai Pareek

10

Preface

11

Acknowledgements

13

Introduction

15

SECTION A—MANAGERIAL SKILLS

19

Planning—Key to Achievements Mirror Image – 1 z Are you a good planner? Why Do Managers Resist Planning? Decision-Making Mirror Image – 2 z How effective are you in decision-making? What are the Odds? What Is Your Style of Decision-Making? Mirror Image – 3 z Do you know your decisionmaking styles? Be a Manager or a Leader Mirror Image – 4 z Am I a manager or a leader? Possess Leadership Potential Mirror Image – 5 z Am I a potential leader? Is Good Management Leadership? Mirror Image – 6 Can I Lead in a Better Way? Mirror Image – 7 z How effective are you in getting the best out of a man? Sharpen Supervisory Skills Mirror Image – 8 z Are you ready to be a supervisor? Is Delegation an Essential Element of a Manager’s Job? Mirror Image – 9 z Assess your delegation ability Demonstrate ‘Initiative’ If You Want to Be Delegated Mirror Image – 10 Win in Conflict Situations Mirror Image – 11 z How do you resolve conflict? Be Creative Mirror Image – 12 z How creative am I? Be Innovative Mirror Image – 13 z Do you have an innovative attitude? Are You a Creative Thinker? Mirror Image – 14 What Do Managers Do? Mirror Image – 15

SECTION B—COMMUNICATION SKILLS The Art of Getting Your Message Across Mirror Image – 1 z Are you good at communication? Importance of Communication Barriers to Effective Communication Final Message Are You Communicating Effectively? Mirror Image – 2 The 3 Ps of Presentation Mirror Image – 3 z Would you like to be a good presenter? Are You Able to Attract Audience? Mirror Image – 4 Body Language—An Indispensable Tool in Communication Mirror Image – 5 z How observant are you of body movements? Body Language Mirror Image – 6

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How efficient are you in interpreting body language? Be a Good Listener Mirror Image – 7 z Am I a good listener? Do I Possess the Listening Skills? Mirror Image – 8 z

SECTION C—GROUP DYNAMICS SKILLS

121

Skilled Interviewing Mirror Image – 1 z Assess your interviewing skills Do You Emerge as an Effective Interviewer? Mirror Image – 2 z Are you an effective interviewer? Successful Meetings Mirror Image – 3 z Meeting skills Positive Course of Action in Running a Meeting Participative Meeting Mirror Image – 4 Effective Teamwork—The Foundation of Successful Management Mirror Image – 5 z Are you an effective team leader? Getting the Best from People Mirror Image – 6 z Am I a good motivator? The Maslow Hierarchy What Makes Workplace Teams Effective? Mirror Image – 7 z Are you a good team facilitator? Can You Handle People? Mirror Image – 8 z How good am I in handling people? Can You Make People Gladly Do What You Want? Mirror Image – 9 Dealing with Demotivated People Mirror Image – 10 z Do I prevent demotivation? Envious of Co-Workers Mirror Image – 11 z How sensitive are you when comparing yourself with others? Work Groups Increase Productivity Mirror Image – 12 z Can you diagnose the cohesiveness of your work group? Win People During Appraisals Mirror Image – 13 z How successful are you at appraisal interviews? Conflict with the Boss Mirror Image – 14 z How successful are you in handling conflict with the boss? How Do You Give the Feedback? Mirror Image – 15 Would You Like to Win an Argument? Mirror Image – 16 z How do I handle an argument? What’s Your Style? Mirror Image – 17

SECTION D—ENVIRONMENT MANAGEMENT SKILLS

205

Be Successful in the Global World Mirror Image – 1 z Are you aware of cross culture impact? Impression Management—Organisational Politics Mirror Image – 2 z How do you respond to ‘Hard Ball’ organisational politics? How Things Go Wrong and How to Put Them Right? Mirror Image – 3 Are You a Crisis Manager? Mirror Image – 4 z ‘Are you effective in crisis management?’ How Well Can You Manage Your Boss? Mirror Image – 5

SECTION E—SELF-ENHANCEMENT SKILLS Positive Attitude Mirror Image – 1 z Do you have a positive attitude? Be a Winner Mirror Image – 2 z Fear of success Have a Constructive Approach Mirror Image – 3 z Evaluate your approach: Is it constructive? Choosing How You Perceive Mirror Image – 4 z How do you perceive? Self-Control Leads to Perfection Mirror Image – 5 z Do I exert self-control? Have the Courage

227

Contents

9

to Think for Yourself Mirror Image – 6 z Are you a think-tank for yourself ? Self-Monitoring Mirror Image – 7 z Do you regulate your behaviour? Anger Management Mirror image – 8 z How to express anger? Live a Stress-free Life Mirror Image – 9 z Am I under stress? Analysis of Emotions Mirror Image – 10 SECTION F—CAREER PLANNING

273

Three Bs for Job Hunters Mirror Image – 1 z Where are you in your job hunt? Gearing to Manage a Successful Career Mirror Image – 2 z Do I know my career aspirations? Chess of Success Mirror Image – 3 z Do I need a career counsellor? Stepping into a New Job as a Boss Mirror Image – 4 z Are you a successful new boss?

About the Author

295

Foreword With increasing stress and multiple demands, individuals need help in maintaining and raising the level of their excellence. This is true of individuals in all professions and in all age groups. Even homemakers feel the need to enhance their effectiveness in ‘managing’ several matters with which they deal. Students’ need to sharpen their personal and interpersonal skills is reflected in the popularity of the self-improvement ‘courses’ being offered by several institutions. Even though the need for self-development and increasing the level of excellence and effectiveness is high, people do not have enough time for self-study, nor for attending courses being offered. Moreover, people may like to go at their own pace, select the time they can find to devote to self-development, and choose the areas more relevant to them at that time. The present volume seems to fulfil these needs—to help the readers to pick up the areas they are more concerned with, not spend much time in assessing their own level of excellence in that area, and then get some ideas, or rather ‘tips’, to further enhance their effectiveness. Dr Seema Sanghi has simplified the various concepts and theories in the form of practical hints for increasing excellence of various personal and interpersonal skills. Howsoever busy an individual may be, he or she can use the book to review his/her level of effectiveness, and use the tips to enhance it. The book covers a large number of skills broadly classified into six sections. The author has combined her psychometric competence with her knowledge of self-development and management, and her experience of dealing with such problems as a consultant. The result is a quick read, a book which can be used by busy individuals to increase their excellence. I am sure the book will be found convenient and useful by all types of readers. Even teachers will find it useful to use it with their students. Udai Pareek

Preface This book is an attempt to synthesise various managerial skills and will make accessible the useful behavioural concepts and aids for the personal development of a broad spectrum of readers. It consists of six modules and each has a cluster of skills with self-assessment questionnaires and certain tips. These tips are aimed not only to help individuals assess their skills but also to provide practical techniques in applying those skills. These tips will help in handling real-life situations and developing first class managerial skills, which are the keys to a productive workplace. This would in turn enable one to understand and plan changes to achieve the best results, especially in terms of how to bring out the best in people by understanding basic human needs and thus encouraging individuals’ initiative. The various self-assessment questionnaires are pilot tested, which will prove useful to people hard pressed for time or without access to behavioural conceptual inputs. People in all professions will be benefited by adjuncting to their efforts. Behavioural science trainers can use various tests in executive development programmes. HR departments of all organisations will be benefited by using the book in assessing the various skills of their employees and in identifying training needs. Young, budding managers and professionals will also find it useful to assess their potential and further develop. Each professional should, I believe, possess a personal copy to monitor the progress of self-development. Competency-building has become the buzzword amongst the corporates. Executive managers, professionals in all fields are either consciously looking forward for ways to enhance their competencies or the environment is forcing them to become competitive. Speed is what is leading to success. How can one speed-up enhancement of skills and performance? Are training programmes the alternative? If yes, then how many? Are training programmes addressing your specific problems?

12


How to use the book This is a self-assessment workbook consisting of various skills divided into six sections:

Managerial skills Communication skills Group dynamics skills Environmental management skills Self-enhancement skills Career planning

It is not a book comprising of tools alone but provides tips to build your managerial skills. Questionnaires are provided with scoring keys and assessments. Towards the end of each section there are response sheets for each Assessment Test—Mirror Image, which enables you to record your assessment along with your strengths and weaknesses. Recording of cluster of skills at one place provides an overall assessment of one’s own skills under that module. Recording your assessment helps you know— Where am I? One might like to introspect and put in the effort to hone one’s skills, which can be assessed by taking the self-assessment test Mirror Image at different intervals. This may be recorded under: Have I Improved? Have I changed? The recording of strengths and weaknesses under each module will help in analysing managerial skills and how they have improved or changed. I am sure this edition will be a value addition for each and every reader.

Acknowledgements It is amazing where life’s journey leads when you have a clear goal and deep belief in the concept of continuous improvement. Writing a book especially one that is nontraditional, requires a great deal of support and sustenance. In the development of this text, the contribution of several individuals stands out. I am grateful to my readers, colleagues, friends and students, who have tested this material and have given feedback and encouragement. This new edition is the outcome of readers’ feedback. I owe special gratitude to my husband, Pradeep and our children, Prateek and Sakshi, whose patience and support was instrumental in accomplishing this task. I acknowledge my staff whose diligent effort made this work possible. I also acknowledge the efforts of the staff at Response Books who were involved in publishing this book.

Introduction Managers and professionals of this competitive and demanding century have a job to do. While on the one hand the job is considerably different from that of their predecessors on the other hand it is basically the same. ‘How can I become a better professional?’ When an individual excels in a technical role, the organisation honours him by putting him into a role which demands more managerial work and less technical work. This role is a glamorous assignment because a manager has power over the resources of the organisation, commands authority over others, can coerce and reward people in multiple ways, and gets greater prestige and status in the society. However, it is a fallacy to infer that all who have excelled in a technical role will excel in the managerial role as well. It could be the other way round. One might fail in this new role and bring chaos in the organisation. Success in the managerial role depends on whether or not one has managerial skills. The basic ingredients of the managerial skills are as follows: 1. Technical skills 2. Human skills 3. Conceptual skills Technical skills are the ability of doing things by one’s own effort. Human skills are essentially concerned with the ability to interact with people in an effective manner. Conceptual skills include the realisation of the future of the organisation, the ability to understand the internal and external environment, and an overall vision of the direction in which the organisation will move in times to come. Supervisory and junior level managers are required to have a better grasp of the technical matters. On the other hand, top level functionaries in the managerial cadre are required to be more well versed in conceptual skills than in technical skills. Human skills are uniformly important at all levels of the organisational hierarchy and modern management education lays a lot of emphasis on better understanding of human behaviour and on the development of human skills. The job today is to bring order out of chaos. It is to ‘create a whole that is larger than the sum of its parts’. While some managers may be operating in almost identical environments, one might be successful and the other a complete failure. The truly effective manager woud be the one who obtains knowledge and skills in management and continuously develops his managerial competence through critical observation. Even the much eulogised commonsense can be

16


made to develop through constant effort and application. The work performance of an individual depends on the 3 Cs: Competence, Confidence and Commitment.

Competence of the individual Confidence and belief which the individual holds regarding his/her ability to do the job Commitment of the individual towards the goal that has been set for him

If all the three factors—Competence, Confidence and Commitment—come together, the level of performance climbs very high. If any one of these is missing, the level of performance deteriorates. The job of all those who want to become effective in their organisation is simply to manage these three factors continuously to the advantage of the organisation. One needs to have the various skills required in the function of management, and one also has to be competent in these required skills. Once a person is competent, he or she has confidence in their ability, which in turn would help them to achieve set goals. The ability to get along with others is immensely helpful to achieve success in almost all walks of life. Whether one acts in the role of a manager, doctor, engineer or even a housewife, the manner in which we interact with people very largely determines if life remains buoyant or miserable. In business, relationships can be used as a tool for sharpening the bottom line. Research reveals that there is a positive correlation between good relationships among people and productivity, profit and quality in an organisation. Communication may be seen as a process through which ideas are transmitted between individuals. It is through communication that one can influence others and try to bring about change. Effective functioning cannot be visualised in the absence of effective communication. If the members of an organisation do not interact effectively among themselves, the organisation is neither efficient nor well motivated. One of the essential qualities of a successful manager is his ability to communicate effectively with his subordinate staff as well as the upper management. Working people need to be motivated to do something worth their while. Therefore, it is necessary to create a climate which will enable high motivation to flourish. To achieve this, values concerning performance and competence should be reinforced. There should be emphasis on the norms relating to the ways in which people are managed and rewarded, and the organisation’s belief in empowerment—providing people with the scope and space to exercise responsibility and use their abilities to the full—should be demonstrated. Goal setting feedback and reinforcement can all contribute to high motivation and they are all within your control. Acquiring managerial skills, communicating, interpersonal relations and motivation all play a vital role in our professions. One of the most important tasks as a manager is to make the best use of the capacity of your team so that all its members will work well together to deliver superior levels of performance. One has to ensure that the team members

Introduction

17

work well together, build commitment and self-confidence, strengthen the team’s collective skills and approach, remove externally imposed obstacles, and create opportunities for team members to develop their skills and competencies. Power and politics in an organisation go together. Power has crooked legs. But things don’t get done without the exercise of authority, and authority requires the use of power. Power lies in the acceptance of your authority by others, their knowledge that if they try to resist you they will fail and you will succeed. Real power does not lie in documents—it lies in what you can achieve. As one proceeds in life one should have a positive attitude and the need to enhance one’s skills, self-control and self-monitoring becomes important. The activities of most managers are characterised by brevity, variety and fragmentation. They are constantly exposed to change, indeed chaos. They frequently work under pressure, which within reason is perhaps normal and even desirable as a motivating force. It is only when the pressure becomes excessive that it can turn into stress, which will then have a demotivating effect. Because some degree of stress is almost inevitable in these turbulent times it is necessary that one knows how to cope with it. With all the acquired and learnt skills one aims at managing a successful career. One needs to consider how to go about planning a career. Finding the right job is a skill. Managers are likely to encounter a number of pressures. An understanding of these pressures will help put them in perspective and make this transitional period less trying. Success depends upon one’s ability to perform in realistic and unrealistic job expectations.

SECTION A

Managerial Skills

Planning—Key to Achievements

Why Do Managers Resist Planning?

Decision-Making

What are the Odds?

What is Your Style of Decision-Making?

Be a Manager or a Leader

Possess Leadership Potential

Is Good Management Leadership?

Can I Lead in a Better Way?

Sharpen Supervisory Skills

Is Delegation an Essential Element of a Manager’s Job?

Demonstrate ‘Initiative’ If You Want to Be Delegated

Win in Conflict Situations

Be Creative

Be Innovative

Are You a Creative Thinker?

What Do Managers Do?

Section A Managerial Skills Get this straight: no matter how good you are—or think you are—you can always improve. If you keep that little statement ticking over at the back of your mind at all times, you can’t go far wrong. Executives are the brain trust of an organisation and its dynamic growth depends crucially on the ability of its executives to develop themselves. The overall process of management can be broken down into a number of individual processes that are methods of operation specially designed to achieve a set of objectives. The manager works in a turbulent environment where he tries to bring a little order to a chaotic, ever-changing world. His methods of operation are designed to bring as much predictability, logic and consistency as possible to the task of managing a dynamic and protean world. The manager’s task involves a mix of planning, organising, logical problem-solving, decisionmaking and interactive judgemental activity. An executive’s fundamental role boils down to:

Getting things done—maintaining momentum and making things happen Finding out what is going on Reaching out to new situations and problems Responding to demands and request

A typical day in the life of a manager would involve planning, delegating responsibility, resolving conflicts, emerging as a leader or being innovative. So the manager is donning different hats, adopting a variety of skills, and assuming a variety of moods and attitudes to get the work done. This section lays emphasis on some of these vital managerial skills.

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Planning—Key to Achievements

Mirror Image – 1

z

Are you a good planner?

An enterprise that plans will almost always accomplish more than if it had left its future in the hands of fate. An enterprise is made up of individuals. So, it is the individuals who should plan. We all make plans daily because experience has taught us that it is wise to do so. The person who carries an umbrella to work because the sky is overcast is a planner. The college student who takes a summer job to raise money to pay tuition fees is a planner. The top manager who decides to computerise operations because this is an era of information technology is a planner. Answer the following statements as Yes or No. Let’s see where you stand as a planner. Be honest! Read the statements given below carefully and give your responses in the response sheet given at the end of this section. 1. 2. 3. 4. 5. 6. 7. 8.

I clearly spell out my personal objectives in writing. Most of my days are hectic and disorderly. I often ask others for advice. I believe that all problems have to be solved immediately. I keep a desk calendar and/or diary for appointment as an aid. I generally establish starting dates and deadlines for all my projects. I make use of ‘action’ and ‘deferred’ action files. I usually study a problem carefully before acting and seldom make snap decisions.

Scoring After giving your responses in the response sheet give a weightage of one point to ‘Yes’ responses in statements 1, 3, 5, 6, 7 and 8, and to ‘No’ responses to statements 2 and 4. Total the scores and note them in the assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 7–8 5–6 Below 5

: : :

Perfect planner! Good! But there is need to develop skill in certain areas. Well! There sure is need to hone your skills!

Managerial Skills

23

Tips Planning is the process of determining objectives and selecting a future course of action to accomplish them. The planning process requires managers to assume the role of a fortune teller. However, in attempting to predict the future, managers are more likely to pour over reams of computer printouts rather than gaze into a crystal ball. Nonetheless, the goal is the same: to determine what might happen in the future if this or that course of action is adopted.

Planning helps managers cope with change. No doubt you have read articles about how fast the world is changing, and how the pace of change is accelerating. There is change in all sectors, especially wrought by technological innovation. We hear about chemical, physical and material changes occurring every day. The economy rides a roller coaster, governments fall and their policies evolve. Social norms and attitudes transform. The number and type of competitors change. Entire industries rarely experience such massive upheaval, but enterprises do tend to rise, stabilise, decline and even disappear. Managers must cope both with changes in their own enterprises and fluctuations in their environment. This is done best through planning. The manager who is able, through planning, to anticipate and prepare for possible future

24


changes has more control than the manager who just attempts to plan ahead. Effective planning enables a manager to be in a position to affect, rather than simply accept, the future. Although no one can predict the unknown with 100 per cent accuracy, experience shows that it is far better to enter the future with some preparation than none at all.

Why Do Managers Resist Planning?

Human beings are the only creatures we know who can understand and anticipate the future. Yet managers are loathe to plan ahead though they have the skills and foresight because:

They have many functions to perform. Planning is only one of several activities competing for their attention. They prefer to act on immediate problems because they provide instant feedback. Planning deals with future events and its rewards are deferred. We prefer rewards now rather than later. Good planning is hard work. Plans can be used to measure results; sometimes managers do not want anyone else to know that their plans were poorly devised or could not be accomplished. Planning often involves serious thinking and extensive paperwork—activities that most managers dislike.

Planning takes time; effective managers find hideaways and private moments in which to do their planning. Otherwise they become firefighters, spending their time tending to emergencies instead of preventing them. It is futile for a manager to attempt to perform other management functions without having a plan. Unfortunately, many managers become frustrated with the uncertainties associated with planning. Some adopt the attitude: ‘How can I predict the future’ or ‘If I cannot be exactly correct, I am not going to do it’. Others view planning as something to do when there is nothing else to do. These managers usually do not perceive any link between planning and performance. Another reason for avoiding planning is that it is hard work that usually requires considerable time and energy.

Adapt your objectives directly to organisational goals and strategic plans. Do not assume that they support higher-level management objectives. Do not formulate objectives whose attainment cannot be measured or at least verified.

Managerial Skills

25

Test your objectives for challenge and accountability. Do not build in cushions or hedge against accountability for results. Adjust the objectives to the availability of resources and the realities of organisational life. Do not keep your head either in the clouds or bury it in the sand. Establish performance reports and milestones that measure progress towards the objectives. Put your objectives in writing and express them in clear, concise and unambiguous statements. Do not use loose or vague terms. Do not obscure priorities by stating too many objectives. Communicate your objectives to your subordinates so that they can formulate their own job objectives. Review your statements with others to assure consistency and mutual support. Do not fall into the trap of setting your plans in a vacuum. Do not continue to pursue objectives that have become obsolete.

By setting objectives and charting a course of action, the organisation commits itself to ‘make it happen’. Involving personnel in the planning process fosters a greater personnel commitment to the plan. The plan becomes ‘our’ plan rather than ‘their’ plan. Positive attitude created by involvement also improves overall organisational morale and loyalty.

Decision-Making

Mirror Image – 2

z

How effective are you in decision-making?

To check your decision-making skills answer the following. Read the statements given below carefully and give your responses as Yes or No in the response sheet given at the end of this section. 1. Do you often try to avoid or delay making important decisions and even hope that the problems will go away? 2. When required to make a decision promptly, do you fail to function at your best? 3. Would you consider it demeaning to consult your subordinates regarding a problem that they have experienced? 4. In deciding a complicated problem where strong arguments exist for either side, would you trust your gut reaction?

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5. 6. 7. 8. 9. 10.

Do you often wish that you didn’t have to make any decision? When faced with a serious decision, are your sleep and appetite affected? Do you secretly dislike making decisions because you lack the ability to take decisions? Are you uneasy even when required to make unimportant decisions? At home, do you participate in all or most of the important decisions? Are you usually edgy both before and after making important decisions?

Scoring After giving your responses in the response sheet do the scoring. Statement Nos. 4 and 9—4 points for ‘Yes’ and 1 point for ‘No’. Statement Nos. 1, 2, 3, 5, 6, 7, 8 and 10—4 points for ‘No’ and 1 point for ‘Yes’. Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 32–40 : 24–31 : Below 23 :

Above average to excellent capacity for decision-making Average Below average

Tips Decision-making is a key activity at all levels of management. Making decisions involves choice between two or more alternatives. It requires knowledge about available alternatives, the consequences of available alternatives, ability to evaluate the consequences of available alternatives and a well-ordered and stable set of preferences. However, managers often make decisions under conditions of certainty, risk and uncertainty. The available alternatives, the likelihood of their occurrence and the outcomes associated with each are unknown. When you face problems, do you usually try to act promptly or do you stall for as long as possible? Do you believe in consulting others or do you consider it a sign of weakness? Do you often agonise both before and after making important decisions or do you deal with such decisions calmly? When pressed for a decision, do you often act too hastily or do you seem to function best under pressure? The ability to make decisions sensibly, calmly and with reasonable speed is helpful in any walk of life and especially for managers. One sure way to distinguish between the good and the inadequate manager is by the way they cope with decision-making. Effective and reasonably prompt decision-making is important to win the respect of one’s superiors and subordinates.

Managerial Skills

Decision-making conditions Probability Alternative 1 100% Alternative 2 100% Alternative 3 100% Available alternatives are known and each leads to a certain outcome. Certainty Decision

Outcome A Outcome B Outcome C

Risk Decision

Alternative 1 50% Outcome A Alternative 2 30% Outcome B Alternative 3 20% Outcome C Available alternatives, the likelihood of their occurrence and the outcomes associated with each are unknown. Uncertainty

Decision

Alternative 1 Alternative 2 Alternative 3 Alternative 4 Alternative 5

Probability ? ? ? ? ?

Outcome A Outcome B Outcome C Outcome D Outcome E

27

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Decisions are an essential part of life in and out of a work environment. Decisionmakers are those who are responsible for making a judgement, sometimes a crucial judgement, between two or more alternatives.

Examine every alternative closely before making a decision. If you find that previous decisions are still workable make use of them. Change decisions that are no longer appropriate. Remember, the implications of each decision can be huge. Ask what can go wrong when you are making a decision. Consider the possible outcomes when making a decision. Consider all objectives seriously when making a decision. It is better to think systematically than jump to conclusions. Weigh the impact of decisions on all your colleagues. Do not postpone a vital decisions, make them quickly. Take fast actions when decisions have misfired. When planning future objectives be optimistic but realistic. Encourage people to participate in decisions to get better results. Analyse decisions from as many different angles as possible.

What are the Odds?

Ever wonder what your chances are of becoming a millionaire, of living to be 115 years old, or of winning a state lottery?

Becoming a millionaire Finding a pearl in an oyster Living to be 115 years old Being struck by a bolt of lightning Winning 1 million in a state lottery Having twins

1,250,000 to 1 12,000 to 1 2,100,000,000 to 1 89,450 to 1 25,000,000 to 1 88 to 1

What is Your Style of Decision-Making?

Mirror Image – 3

z

Do you know your decision-making styles?

So you know how important is decision-making. But, individuals differ in their decision making style, or the way that they approach decisions. The following assessment is designed to help you understand your decision making style.

Managerial Skills

29

Respond to the following statements by indicating the extent to which they describe you. Give the response that best represents your self-evaluation in the response sheet given at the end of the section. 1. Overall, I am to act. a) quick b) moderately fast c) slow amount of time making important decisions as 2. I spend I do making less important ones. a) about the same b) a greater c) a much greater 3. When making decisions, I go with my first thought. a) usually b) occasionally c) rarely concerned about making errors. 4. When making a decision, I am a) rarely b) occasionally c) often 5. When making decisions, I recheck my work more than once. a) rarely b) occasionally c) usually 6. When making decisions, I gather information. a) little b) some c) lots of alternatives. 7. When making decisions, I consider a) few b) some c) lots of 8. I usually make decisions before the deadline. a) way b) somewhat c) just 9. After making a decision, I look for other alternatives, wishing I had waited. a) rarely b) occasionally c) usually 10. I regret having made a decision. a) rarely b) occasionally c) often

Scoring After giving your responses in the response sheet do the scoring as given. To determine your style assign 1 mark to each (a) response, 2 to each (b) response, and 3 to each (c) response. Total your scores. This would give you your decision-making style.

Your Assessment 10 to 16 :

A reflexive style. A reflexive decision-maker likes to make quick decisions without taking the time to get all the information that may be needed, and without considering all alternatives. You may want to

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17 to 23 : 24 to 30 :

slow down and spend more time gathering information and analysing alternatives. A consistent style. You tend to take decisions without rushing or wasting time. You take sound decisions. You tend to have the best record of making decisions. A reflective style. The reflective decision-maker likes to take plenty of time to make decisions, gathering considerable information and analysing. They are viewed as wishy-washy and indecisive. You need to speed up your decision making. Andrew Jackson once said, ‘Take time to deliberate, but when the time to action arrives, stop thinking and go on’.

Tips ‘The days when a few decision makers can get together in the hall are over’. Today all of us are making decisions. Decision-making is the act of choosing one alternative from among a set of alternatives. Decision-making process includes recognising and defining the nature of a decision situation, identifying alternatives, choosing the ‘best’ alternative and putting it into practice. The ‘best’ implies effectiveness. Decision may be made under states of certainty, risk or uncertainty. For rational decision making (1) recognising and defining the situation, (2) identifying alternatives, (3) evaluating alternatives, (4) selecting the best alternative, (5) implementing the chosen alternative and (6) following up and evaluating the effectiveness of the alternative after it is implemented. Decision-making model

To develop a better understanding of the inherent biases and limitations remember: z z z z

Political forces in decision making like coalition, Intuition, escalation of commitment, Risk propensity, Ethics.

Managerial Skills

Be a Manager or a Leader

Mirror Image – 4

z

Am I a manager or a leader?

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Managers are bottom-line oriented. Their working is reasonably established on structural guidelines. Their job is to train people and not to educate them. Leaders are few. They are conductors; they rise to the top despite possible weaknesses. Are you a Manager or a Leader? Answer your preferred choice/style of working, as either a or b. Read the statements given below carefully and give your responses in the response sheet given at the end of this section. Be honest! While working I prefer/or my style is: 1. a) b) 2. a) b) 3. a) b) 4. a) b) 5. a) b) 6. a) b) 7. a) b) 8. a) b) 9. a) b) 10. a) b)

Doing things right Doing right things Ask how and when Ask what and why Believe in control Inspire trust Accept challenges Accept the status Have a long range view Have a short-term perspective Focus on systems and structures Focus on people Innovation Administration Eye always on the horizon Eye always on the bottom line Cope with whatever happens Make things happen Focus on rational goals Keep the mind open to learn and be flexible

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Scoring After giving your responses in the response sheet do the scoring as given. Statement Nos. 1, 2, 3, 6, 9 and 10 — If the response is ‘a’, it is ‘M’ i.e., Manager If the response is ‘b’, it is ‘L’ i.e., Leader Statement Nos. 4, 5, 7 and 8 — If the response is ‘a’, it is ‘L’ i.e., Leader If the response is ‘b’, it is ‘M’ i.e., Manager Total the number of ‘M’ responses and ‘L’ responses. This would give you your scores on Manager and Leader to determine your style.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. A minimum score of seven in either would categorise your style as a Manager or Leader. Always remember that leadership will be a secret to your success.

Tips Leadership is the art of influencing individual or group activities towards the achievement of enterprise objectives. Leadership is more than power or authority. It implies some degree of voluntary compliance by followers. Leadership represents the ability to influence subordinates to willingly perform specific tasks associated with goal achievement.

Leadership is both the adhesive that binds a work group together and the catalyst that triggers employee motivation. Knowing what constitutes effective leadership is a perquisite for selecting managers to serve in leadership positions. Knowledge of when and how leadership works is basic to the success of leadership training. Effective leadership is basic to the performance of other enterprise activities. The managerial functions of planning, organising, staffing and human resource management and controlling are directionless without leadership.

‘The manager administers, the leader innovates; the manager maintains, the leader develops; the manager relies on systems, the leader relies on people. The manager counts on controls, the leader counts on trust. The manager does things right, the leader does the right things.’ —Fortune magazine Earlier achievements or lack of them are not indicative of future successes. The poor performer in class in early days may become a successful businessman, and a topper might

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be a well-known surgeon. Once you are a manager obviously you have to manage one or more people. But to emerge as a leader you have to be charged with skills. To emerge as a ‘leader’ a manager should:

Believe in people and teamwork. Have a lot of enthusiasm. Be willing to try new avenues and be innovative. Be ready to tackle new tasks. Have an orientation to long-term growth rather than short-term goals. Accept ethics and environmental concerns as partners in future planning. Have the vision to see beyond the immediate horizon. Be willing to take calculated risks. Know their business.

All of us have our own personality and style of management, but here are a few thumb rules for success:

Do not tell your people what they did wrong; instruct them on how to do it right. Errors are opportunities for improvement and growth. Encourage people to report mistakes so everyone can learn from them.

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Compare the performance of your staff with their previous performance and not with another person. Learn to listen as well as give advice.

For optimum results have goals, clear communication, accountability and follow-up. Think your way out of tough situations don’t fight your way out. Working smarter not harder will produce greater results, and you will have plenty of energy left over to fight another battle. Success is not a goal. Success is a result. —Don Beveridge

Possess Leadership Potential

Mirror Image – 5

z

Am I a potential leader?

Read the following statements and respond A if you agree or D if you disagree with the statement in the boxes given in the response sheet at the end of this section. 1. A good leader achieves his or her objectives at all costs. 2. The key to good leadership is being consistent in how one leads. 3. I let subordinates participate in the decision-making process without seeing it as a threat to my position. 4. If my group fails to achieve an objective because of a group member’s failure, I would explain it as such to my superior. 5. I am indispensable in my present position. 6. Good leaders are born and not made. 7. I don’t depend on my followers as much as I depend on myself. 8. As a manager, I never entrust a vital project to anyone but myself, even if that means working overtime. 9. I will recommend a subordinate for promotion to a position equivalent to mine.

Scoring After giving your responses in the response sheet do the scoring. Statement Nos. 1, 2, 3, 4, 5, 6, 7 and 9—One point to ‘Disagree’ Statement No. 8—One point to ‘Agree’ Total the score and note them in the assessment record sheet of this mirror image.

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Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 8–9 : Excellent potential 5–7 : Good potential 0–4 : Drastic changes needed

Tips Leadership, ownership and results are the key terms since the 1990s. Inspiring people to go from vision to action to results has become the article of faith for organisations. There is no successful leadership ‘type’. In fact, many managers discover to their chagrin that being a manager and a leader can actually be two completely different things. Successful corporate leaders in today’s demanding environment tend to share at least eight personal characteristics:

Ability to focus attention Staying in touch with people Emphasis on simple values Avoiding pseudo-professionalism Managing change Selecting people Avoiding ‘do-it-all’ yourself Facing up to failure

The basic ingredients of result-oriented leadership are to let people know what is expected, maintain high performance standards, let people know where they stand, employ broad-based communication, create a supportive climate and learn to delegate. The four top abilities identified by fast track managers are:

Identify the real problem: Think about the symptoms and causes of the problem and gather preliminary information, to help you identify the real problem. Then discuss the problem situations with those persons who are closer to it. Also talk with outside persons for an objective perspective. Manage time effectively and shift priorities as necessary: Assign priorities to these activities which will return the greatest benefit to you. Spend at least 15 minutes a day in planning your day, eliminate unnecessary interruptions and distractions. Explain work: Explain specifically and in detail what you expect of your subordinates. Point out what criteria you will use for measurement of their performance. As

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employees become ready to assume more responsibilities allow them to move on their own. Listen actively: Develop genuine interest in your subordinate’s words—what you think you understand. Pay attention to verbal and non-verbal cues. Avoid giving advice and allow the person to develop his own solutions.

Is Good Management Leadership? Mirror Image – 6

Read the following statements and quickly indicate your first impression by giving Yes or No response. 1. You prefer dealing with ideas. 2. You are focused on the present.

YES YES

NO NO

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3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

You would like to create something. You prefer the challenge. You prefer to avoid risk. You prefer the proven approval. You sometimes act on instinct. You prefer working alone. You let things happen. Changing your mind doesn’t bother you. Flexibility pays. You attribute your successes mostly to intuition and sensing.

YES YES YES YES YES YES YES YES YES

NO NO NO NO NO NO NO NO NO

YES

NO

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Scoring Assign 10 marks to each ‘YES’ response to statement nos. 1, 3, 4, 7, 9, 10, 12. Assign 10 marks to each ‘NO’ response to statement nos. 2, 5, 6, 8, 11. Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Your score indicate your management/leadership orientation. If your score is high it indicates your leadership orientation. If your score is less it indicates management orientation.

Tips Manager is ‘one who conducts or supervises something’ whereas the leader is ‘one that exercises paramount but responsible authority’. Leadership is merely a tool that managers may, or may not, elect to use. Have you ever heard of a World Manager? World leader?…Yes. Political leader, Business leader, Religious leader. Labour leader…, they lead, they do not manage. The carrot wins over the stick. Ask your horse—you can lead your horse to water, but you can’t manage him to drink. It is easy to get logged down in semantics and to lose sight of the real issue, which is simply to ensure that those in charge will inspire a maximum productive effort from everyone involved. Thus fostering growth in others is what those in charge should be doing. And that phenomenon, when it happens, most often the result of a correct assessment of (1) the difficulty of the task and (2) the experience of the group only after making such an assessment can those in charge apply the proper mix of managerial leadership. We can say, MANAGE YOURSELF……LEAD OTHERS.

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When you are in charge on which side are you more comfortable?

z z

Management

Leadership

Controlling

Freeing

Restricting

Enabling

Playing safe

Risking

Moulding

Releasing

Forcing

Enhancing

Regimenting

Challenging

Stifling

Participating

Rigid

Flexible

Autocratic

Democratic

Consistent

Predictable

Managers do things right. Leaders do right things.

A manager brings the thoughts of the mind to bear the problems, however, the leader brings the feeling of the soul to hear on those same problems. The mind represents the analytical, calculating, structuring and ordering side of tasks and organisations. The soul, on the other hand, represents the visionary, passionate, creative and flexible side…

Can I Lead in a Better Way?

Mirror Image – 7

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How effective are you in getting the best out of a man?

To be effective in raising the standard of leading you must get the best out of a man. Read and respond to the following checklist to experience phenomenal results. Give the response to each question asked followed by your response (a) Yes (b) A little (c) No. Assess your answer and respond (a) Yes (b) A little (c) No 1. Do I know this person well? What facts or details can I recall related to his family, his interest, etc? (a) Yes

(b) A little

(c) No

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2. What are his/her careers plans? Both the short-term and long-term career objectives. (a) Yes

(b) A little

(c) No

(b) A little

(c) No

(a) Yes

(b) A little

(c) No

(a) Yes

(b) A little

(c) No

3. What phase can best describe his/her performance at work? (a) Yes 4. What would I miss the most if he/she resigned today?

5. What has been his/her greatest strength?

6. When did I last discuss his/her potential with him/her directly? (a) Yes

(b) A little

(c) No

7. What have I done to make him/her feel important part of the staff recently? (a) Yes

(b) A little

(c) No

(a) Yes

(b) A little

(c) No

8. When did I last ask for his/her inputs?

9. What positive comments can I offer him/her related to their strengths? (a) Yes

(b) A little

(c) No

10. What one new idea can I implement to maximise his/her specialty in the organisation? (a) Yes

(b) A little

(c) No

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Scoring Total the number of Yes, A Little and No.

Your Assessment This checklist will be an eye-opener in maximising potential to reap maximum performance, to experience phenomenal results. Where your response is ‘No’, you have to definitely work in that direction. More ‘Yes’ you have, more effective you are. In case of little, you know what you need to do.

Tips Business is unique, people are all pretty much the same. Basic needs, drives, motives and responses vary little. Human relations will work wherever there are humans! Leaders view all their workers as contributing capable and sensitive human beings rather than as production machines. One who recognises the genuine worth of his employees can create an atmosphere where phenomenal performance is possible and probable.

Adopt a head and heart approach Remember your praise is worth a million pounds Empathise—What you want is what they want? Tell them when they are doing fine Its your business to take care of people and they will take care of your business Listening be your first choice Be present to applaud achievements Spread the praise epidemic with your superiors Make your people see and feel the human side of you Give credit to your vital-but-not visible support staff See the best in them and get out that best from them Time and times is important if praise comes too frequently it loses its impact Commensurate recognition with performance and effort

‘The greatest good we can do for others is not to share our riches with them, but to reveal theirs to them’.

Sharpen Supervisory Skills

Mirror Image – 8

z

Are you ready to be a supervisor?

While trying to understand the challenges faced by new supervisors, it is of utmost important to sharpen supervisory skills. Read the following statements carefully. Respond whether

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you Agree, Disagree or neither Agree nor Disagree in the boxes given on the response sheet at the end of this section. Write A if you Agree, D if you Disagree, N if you neither Agree nor Disagree. 1. 2. 3. 4. 5. 6. 7.

I like to set my own goals and do things my own way. I believe in better late than never. I do not take the responsibility for someone else’s work, good or bad. When people want to do a good job, I give them a fair chance. I do the job myself when I know it has to be done well. My friends know that I will not criticise them with their hard-luck stories. Most of my bosses have been a hindrance rather than a help to me and my co-workers. 8. I find that there is likely to be some good and some bad when assessing a situation. 9. I believe when things go wrong, it is a sign that a problem needs to be solved rather than a person blamed. 10. People who break rules should be prepared to pay the penalty.

Scoring After giving your responses in the response sheet do the scoring. Statement Nos. 4, 6, 8, 9 and 10—One point to each Agree Statement Nos. 1, 2, 3, 5 and 7—One point to each Disagree No points for statements with which you Neither Agree nor Disagree. Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 8–10 5–7

: :

Below 5

:

You possess good supervision skills. You should try now to gain a better understanding of what a supervisory position entails. Try. Be cautious. You need to sharpen your skills so that your working life can be made fruitful from your understanding of the supervisors and managers you are associated with.

Tips The supervisor’s job becomes more challenging as the business strives to maintain the high performance levels essential for survival in a competitive global economy. A high performing supervisor pulls diverse contributors together into a cohesive team, committed to achieving

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the organisation’s vision, while at the same time enabling each individual to perform at their personal best. Working collaboratively instead of being too directive or controlling can be highly productive. To get the best out of the team, the members of the team should work well together, building on the differences that they bring. To be successful one needs to:

Nurture creativity and inspire innovation. Provide opportunities for team visibility. Help teams keep projects aligned with the organisation’s strategic vision. Guide teams in problem-solving, decision-making and conflict-resolution processes. Connect the right people with the right information. Encourage employees to learn continuously and apply their knowledge. Have a keen sensitivity to the interests of other people. Give a fair chance to meet people who want to do a good job. Show people how to do things. Be an attentive listener.

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Is Delegation an Essential Element of a Manager’s Job?

Mirror Image – 9

z

Assess your delegation ability

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Delegation requires a broad range of managerial abilities from communication skills to the use of monitoring systems. Evaluate your performance by responding to the following statements and mark the options that are closest to your experience. Be honest! Give 1 point for Never, 2 for Occasionally, 3 for Frequently and 4 for Always in the blocks given on the response sheet at the end of this section. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I trust people to work effectively because I appointed them to do so. I monitor the progress of my delegates but without constant intervention. I try to do only the work that must be done by me and delegate the rest. I treat my subordinates as equals when establishing the best course of action. I appoint the best person to the job, irrespective of age, experience or seniority. I do not reprimand someone who falls while trying something new. I ensure that I provide positive feedback to my delegates at all times. I use any failures to learn valuable lessons for future delegations. I make myself available to my staff and deal with any problems they have. I ensure there are no overlaps in responsibility between delegates.

Scoring After giving the responses in the response sheet add up the numbers allotted for each statement. Total the scores and note them in the assessment record sheet of this mirror image.

Your Assessment Based on the scores assess yourself as given below and record the same in the assessment record. 30–40 : You are an effective delegator and are likely to receive positive feedback. Your aim should be 40 out of 40. 20–29 : Some of your delegation is working well, but there are gaps in your performance which need to be rectified. 10–19 : Alarming! You are not truly delegating and what you are doing is ineffective. Strive to make improvements immediately.

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Tips Delegation is an essential element of any manager’s job. It provides real benefits for everyone if used effectively. As organisations grow increasingly complex, duties and responsibilities across the workforce can become less well defined. Often it seems as though everyone is doing everyone else’s job. Delegation involves entrusting another person with a task for which the delegator remains ultimately responsible.

Delegation should be used for the benefit of yourself, the staff and the organisation. Show faith in your chosen delegate. Delegation involves the loss of direct control but the retention of overall responsibility. Frankness, openness and effective communication are essential to successful delegation. Remind delegates that you respect and appreciate them. Show your delegates loyalty and support. Give all delegates the opportunity to voice their opinions. Ensure you provide enough support and back-up to each delegate.

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Ensure that the delegate is fully aware of the aims. Ask delegates if they feel thoroughly prepared for the task. Intervene when absolutely necessary, but only at that time.

Demonstrate ‘Initiative’ If You Want to Be Delegated

Mirror Image – 10

Assess yourself do you demonstrate initiative? Read the following statements and respond as given. Encircle your responses and record them in the response sheet. 4 3 2 1

– – – –

Mostly Sometimes Occasionally Rarely

1. I make the most of my present assignment. 2. I look for places where I might spot problems and fix them. 3. I look for opportunities to do extra work to help the project move along more quickly. 4. When I have an idea, I try to make it work and let people know about it. 5. I think about and try to document how my idea would save the company money or bring in new business. 6. I seek advice from people who have been successful in promoting ideas. 7. I tell colleagues about my ideas to get their reactions and criticism. 8. I use their comments and criticism to make my ideas better. 9. I look for other interesting projects to work on when my present work gets close to the finish line. 10. I do more then I am asked to do.

Scoring Total your scores assigning the points according to your responses.

Your Assessment Higher the score more you are demonstrating initiation by z z

Going beyond the job New ideas and follow through

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z z


Dealing constructively with criticism Planning for the future

For bosses who plan to delegate—those who demonstrate these are the right people to whom to delegate.

Tips Delegation is assigning various degrees of decision-making authority to the lower level employees. What is the advantage of delegation? By passing along well-defined tasks to lower level people, managers can free more of their time for important chores like planning & motivating. But what should be delegated? Because it is easier to monitor something with which you are familiar if you have a choice you should delegate those activities you know best. But yes! You may experience some psychological discomfort because you may quite naturally want to continue doing what they know best. Moreover, lower level managers who desire more challenge generally become more committed and satisfied when they are given the opportunity to tackle significant problems. Conversely, a lack of delegation can stifle initiative.

Why do not you delegate? It is because of: z z z z z z z

Belief in the fallacy, ‘If you want it done right, do it yourself ’. Lack of confidence and trust in lower level employees. Low self confidence. Fear of being called lazy. Reluctance to take the risks involved in depending on others. Lack of controls that provide early warning of problems with delayed duties. Poor example set by bosses who do not delegate.

First step is usually the hardest—to delegate. Next is to whom to delegate? Properly trained and motivated people who know how to take initiative in challenging situations often reward a delegator’s trust with a job well done.

Managerial Skills

Win in Conflict Situations

Mirror Image – 11

z

How do you resolve conflict?

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Read the statements given below. Encircle the appropriate numbers according to your response. This has been designed for self-development. Your scores will help develop an insight for effective working. Give the number according to your response as given below in the boxes given in the response sheet at the end of this section. 1 2 3 4 5 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

– – – – –

Rarely or never Once in a while Sometimes Fairly often Very frequently or always

I discuss the issue openly. I stay away from argument. I make it a point to ensure that my view is respected. I believe in reducing differences and working towards a common goal. I believe in a give-and-take solution. I insist till the issue is solved. I usually keep away from confrontation. I do not take no for an answer. I believe in smoothing over differences. I believe to get something one has to give something. I clearly state my point of view. I withdraw from arguments. I enforce my solution. I focus on goals of common interest. I analyse issues taking both points of view into account.

Scoring After giving your responses in the response sheet, total the number assigned to each statement according to the set of statements given below. (A) (B)

Statement No. 1, 6, 11 2, 7, 12

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(C) 3, 8, 13 (D) 4, 9, 14 (E) 5, 10, 15 Total the scores and note them in the assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. The highest score indicates your style in resolving conflict. There may be more than one style to resolve conflict. The scores on each of these sets express your style in resolving conflict. (A)

You have a win-win approach to problem-solving. You recognise the abilities and expertise of yourself and others. The focus is on solution to the problem and not on winning or losing. (B) You attempt to withdraw from the situation. As the conflict does not dissipate, it grows to the point where it becomes unmanageable. (C) You use your authority or position. Power strategy results in winners and losers. (D) You try to play down differences and do not recognise the positive aspects of handling the conflict openly. (E) You compromise. You may have a prominent style/styles in a conflict situation. There is no good or bad style. Depending on the situation, one should be flexible enough to adopt the appropriate style to ensure effective working. The aim should be to work towards a win-win situation.

Tips People come together to satisfy a wide array of ‘needs’. Social relations in general are awash with conflict. Conflict involves incompatible behaviours—one person interfering, disrupting or in some other way making another’s actions less effective. The conflict based on opposing interest leads to viewing conflict as a struggle to see whose strength and interests will dominate and whose will be subordinated. When a competitive situation emerges, it leads to mistrust and disbelief and thereby undermines the entire problem-solving exercise.

Ambiguous job boundaries may create competition for resources and control Anything of value in an organisation can become a competitively sought after scarce resource Battle for unclear communication

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Time pressure can stimulate prompt performance or trigger destructive emotional reactions Unrealised expectations Personality clashes Status differentiation

To be a winner

View conflict as a common problem to be solved for mutual benefit Try to root out the problem and attack if anything is really to change Try to bring the conflicting parties together or say let’s forget the differences so we can get the job done Negotiate for a win-win situation At times, patience works. Settle down; do not rock the boat. Things will work out by themselves Clarify interests Identify options, design alternative deal packages Be a good listener, respect the other side’s point of view

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As Stephen R. Covey said, ‘win-win is a frame of mind and heart that constantly seeks mutual benefit in all human interaction . . . win-win is based on the paradigm that there is plenty for everybody, that one’s persons success is not achieved at the expense or exclusion of the success of others. Win-win is a belief in the third alternative. It’s not your way or my way; it’s a better way, a higher way.’

Be Creative

Mirror Image – 12

z

How creative am I?

To test your creativity indicate after each statement whether you Agree (A), Are in between or don’t know (B) or Disagree (C) indicating your response in the boxes given in the response sheet at the end of this section. 1. I always work with a great deal of certainty that I am following correct procedures to solve a particular problem. 2. When trying to solve a problem, I spend a lot time analysing it. 3. I spend a great deal of time thinking of what others think of me. 4. People who seem uncertain about things lose my respect. 5. On some occasions, I get overly enthusiastic about things. 6. I feel I have capacities that have not been tapped as yet. 7. I like people who are most sure of their conclusions. 8. I prefer to work with others in a team rather than solo. 9. The trouble with many people is that they take things too seriously. 10. I sometimes feel that ideas come to me as if from some external source and that I am not directly responsible for them. 11. It is wise not to expect too much from others. 12. Many creative breakthroughs are the result of chance factors. 13. I can frequently anticipate the solution to my problems. 14. I often laugh at myself because of my quirks and peculiarities. 15. I have more problems than I can tackle in the available time.

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Scoring After giving your responses in the response sheet give the points to responses as given below: Statement

A

B

C

Statement

A

B

C

1 2 3 4 5 6 7

0 2 0 0 2 2 0

1 1 1 1 1 1 1

2 0 2 2 0 0 2

8 9 10 11 12 13 14 15

0 0 2 2 2 2 2 2

1 1 1 1 1 1 1 1

2 2 0 0 0 0 0 0

Total the scores and note them in the assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 30–26 25–22 21–17 16–12 Below 12

: : : : :

Exceptionally creative Creative Average Below average Non creative

Tips ‘The reasonable man adapts himself to the world: the unreasonable one persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.’ — George Bernard Shaw Today’s manager has to take decisions by identifying available alternatives for the accomplishment of enterprise objectives. Identifying a reasonable number of available alternatives is usually no problem. Occasionally, however, identifying good alternatives can be a complex task requiring a measure of creativity.

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Three Creative Techniques Brainstorming, developed by Alexander Osborn, is a creative technique involving spontaneous identification of alternatives by individuals interacting in an unrestrained setting. Here criticism is prohibited, ‘freewheeling’ is welcome, quantity is wanted and improvement is sought. Did you know that a one-hour session of brainstorming can generate 50 to 100 ideas? Problem: Insurance companies are not allowed to give free gifts to consumers as an incentive to apply for insurance coverage. How could a free gift be offered within the law? Solution: Offer free gifts to everyone, whether they apply for coverage or not. Result: A 30 per cent increase in applications. Synectics: A creative technique developed by William J.J. Gordon involves the identification of novel alternatives by joining different and apparently irrelevant elements. Do you know how actual solution resulted from synectics? Problem: Design a fish lure with hooks that will hook a fish’s mouth but will not snag weeds or sunken logs. New Idea: Make a lure out of something soft and put the hooks inside it. A weed does not bite the way a fish does. Thus, the lure would slide off weeds, but a fish would bite down hard enough to be caught by the hook.

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Normal Grouping: This technique was developed by André Delbecq and Andrew Van de Ven. Normal grouping technique involves identification of alternatives through a highly structured procedure that purposely attempts to restrict verbal interaction.

Be Innovative

Mirror Image – 13

z

Do you have an innovative attitude?

Innovation is important to organisation. Do you have the readiness to accept and participate in innovation? Read the following statements and respond according to your actual behaviour of your intentions at work. Be honest! Give the response in the blocks given in the response sheet given at the end of this section. Assign 5 for Always 4 for Often 3 for Do not know 2 for Seldom 1 for Never 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I discuss with my boss how to go ahead. Among my colleagues, I am the first or nearly the first to try out a new idea. I will work on a problem that has caused others great difficulty. I build contacts with experts outside my firm. I believe in team working to solve complex problems. I try new ideas and approaches to problems. I critically analyse the input towards a new solution. I welcome uncertain and unusual circumstances related to my tasks. I find time to pursue my own ideas or projects. I speak out at meetings.

Scoring After giving your responses in the response sheet determine your score by simply adding the numbers associated with the responses. Total the scores and note them in the assessment record sheet of this mirror image.

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Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. The higher the score, the more receptive to innovation you are. Gradually try to be more innovative; that is what is needed to do something better.

Tips ‘Hi! I just called you to say hello! How are you doing? Well, I don’t want to hear the good? I want to hear what we can do better.’ To do something better indicates the fine element of innovation. In today’s competitive environment, innovation is clearly important because without new products or services any organisation will fall behind its competition. The innovation process has basically six steps: development, application, launch, growth, maturity and decline. Basic categories of innovation include radical, incremental, technical,

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managerial, product and process innovations. Despite the importance of innovation, many organisations fail to innovate because: They lack the required creative individuals They are committed to too many other creative activities Fail to recognise opportunities Resist change

To promote innovation in organisations Reward creative behaviour Avoid punishing creativity when it does not result in highly successful innovation

Remember Each process is fraught with too many uncertainties to generate positive results every time. An individual may have prepared himself/herself to be creative, but an insight may not be forthcoming. One may attempt to apply a developed innovation, only to recognise that it does not work. It may happen that innovative efforts succeed but organisation is probably not taking enough risks in research and development.

Are You a Creative Thinker? Mirror Image – 14

Series of statements describing individual behaviours or attitudes that have been found to be related to creative thinking ability are listed below. Read each statement carefully and place a check mark next to those items that you are surprised to see related to creativity. Record your responses in the response sheet.

Review the list and now circle the number of those statements that you think describe you. (a) Yes (b) No. 1. 2. 3. 4.

People voicing unconventional but thought provoking opinions in a group. Even after the extended period of time sticking with the problem. Getting overly enthusiastic about things. Getting good ideas when doing nothing in particular.

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5. At times, when moving towards the solutions of a problem rely on intuition or feeling of ‘right’ or ‘wrong’. 6. High degree of aesthetic sense. 7. Tending to forget details such as names of peoples, places, etc. 8. At times feel that the trouble with many people is that they take things too seriously. 9. Occasionally beginning work on a problem that could only dimly be sensed and had not yet been expressed. 10. Feeling attracted to the mystery of life.

Scoring & Assessment Total your ‘Yes’ responses, higher your scores more creative you are.

Tips Creativity is a way of thinking that involves the generation of new ideas and solutions. It is the process of associating known things or ideas into new combinations and relationships. How can we increase our ability to engage in creative thinking?

We need to recognise that all of us have assumptions and thought patterns that we use but do not question. As we learn to think creatively, we break away from these tough patterns. We need to recognise that the information used in generating new relationships among things and ideas is already in the mind. Creative thinking is the act of combining those pieces of information in new and unique ways.

Individual barriers to creative thinking:

Resistance to change. Fear of making a mistake and fear of failure. Inability to tolerate ambiguity. The tendency to judge rather than to generate ideas. Inability to relax or to permit any new idea to incubate. The tendency toward excessive self-criticism. Fear of looking foolish. Conformity or wanting to give the expected answer. Stereotyping, or limiting the possibilities of objects and ideas to their known use. Lack of information, or too much incorrect or irrelevant information.

To enhance your creative relevant skills remember:

Do not give negative value on fantasy and reflection as a waste of time, a sign of laziness or even a bit crazy.

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Change the belief that only children should play and that adults should be serious. Do not assume that problem solving is serious and therefore, humour is out of place. Do not place negative value on feeling and intuition, which are regarded as illogical and impractical.

What Do Managers Do?

Mirror Image – 15

As you go up on ladder you lose your right to do many things. Managers have power, privilege, authority, good pay and so on. If you are in a supervisory or managerial position answer the following statements and respond whether you do this or not. 4 3 2 1

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Always Sometimes Occasionally Rarely

Give your responses in the response sheet for this mirror image. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

Lose your temper. Be one of the gang. Bring your personal problems to work. Vent your frustrations and express your opinion at work. Resist change. Pass the luck on tough assignments. Get even with your adversaries. Play favourites. Put your self-interests first. Ask others to do what you wouldn’t do. Expect to be immediately recognised and rewarded for doing a good job.

Scoring Total your scores as responded.

Assessment Lesser your score more successful you are. Remember management is not for everyone—it is not for the timid, the egomaniacal, or the lazy. Management requires clear-headed individuals

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who can envision something better and turn it into reality by working with and through others.

Tips Managing is a tough and demanding job today. The hours are long and, at first anyway, the pay may not be generous and worse yet, managers are visible authority figures who get more than their fair share of criticism and are ridiculed. Nevertheless, managing can be a very rewarding occupation for those who develop their skills and persist.

Facts of Managerial life

Managers work long hours. As one climbs the managerial ladder the number of working hours increases. Managers are busy. Activity rates tend to decrease as rank increases. A manager’s work is fragmented, episodes are brief. Activities are so many that they have little time to devote to any single activity. Interruptions and discontinuity are the rule. The manager’s job is varied. Managers are ‘home bodies’. They pursue most of the activities within the organisation.

As the rank increases work outside the organisation increases

The manager’s work is primarily verbal communication either by personal contact or telephone. Managers use a bit of contacts both internally and externally. Managers are too busy to find uninterrupted blocks of time for reflective planning. Information is the basic ingredient of the manager’s work. Managers don’t know how they spend their time.

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Response Sheet—Where Am I? Section A—Managerial Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you a good planner?

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Date Scores Assessment:

Mirror Image – 2 How effective are you in decision-making? Date Scores Assessment:

Mirror Image – 3 Do you know your decisionmaking style? Date Scores Assessment:

Mirror Image – 4 Am I a manager or a leader? Date Scores Assessment:

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Response Sheet—Have I Improved? Section A—Managerial Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you a good planner?

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Now, compare yourself with the earlier record and analyse. ‘Have you improved?’

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Response Sheet—Have I Changed? Section A—Managerial Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you a good planner?

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Now, compare yourself with the earlier record and analyse. ‘Have you changed?’

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Am I a potential leader?

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Mirror Image – 6 Is good management leadership? Date Scores Assessment:

Mirror Image – 7 Can I lead in a better way? Date Scores Assessment:

Mirror Image – 8 Are you ready to be a supervisor? Date Scores Assessment:

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Am I a potential leader?

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Am I a potential leader?

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Assess your delegation ability

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Mirror Image – 10 Demonstrate ‘Initiative’ if you want to be delegated Date Scores Assessment:

Mirror Image – 11 How do you resolve conflict? Date Scores Assessment:

Mirror Image – 12 How creative am I? Date Scores Assessment:

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Assess your delegation ability

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Mirror Image – 10 Demionstrate ‘Iinitiative’ if you want to be delegated Date Scores Assessment:




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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Assess your delegation ability

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Mirror Image – 10 Demionstrate ‘Initiative’ if you want to be delegated Date Scores Assessment:




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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 13 Do you have an innovative attitude?

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Mirror Image – 14 Are you a creative thinker? Date Scores Assessment:

Mirror Image – 15 Date Scores Assessment:

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 13 Do you have an innovative attitude?

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 13 Do you have an innovative attitude?

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References 1. Covey, Stephen R., The Seven Habits of Highly Effective People, Franklin Covey Co., Pocket Books, UK, 1999. 2. Gordon, William J.J., Synectics: The Development of Creative Capacity, New York, Harper, 1961. 3. Osborn, Alexander F., Applied Imagination: Principles and Procedures for Creative Problem-solving, 3rd ed, New York, Scribner, 1963. 4. Delbecq, André L. and Andrew H. Van de Ven, ‘A Group Process Model for Problem Identification and Program Planning’, Journal of Applied Behavioral Science, 1971, pp. 466–492. 5. Delbecq, André L., Andrew H. Van de Ven and David H. Gustafson, Group Decision Making Techniques in Program Planning, Glenview, IL, Scott Foresman, 1974.

SECTION B

Communication Skills

The Art of Getting Your Message Across

Importance of Communication

Barriers to Effective Communication

Final Message

Are You Communicating Effectively?

The 3 Ps of Presentation

Are You Able to Attract Audience?

Body Language—An Indispensable Tool in Communication

Body Language

Be a Good Listener

Do I Possess the Listening Skills?

Section B Communication Skills You don’t need to be a talking head to be able to communicate effectively. Some people are more articulate than others—they have the gift of the gab. The effective manager isn’t a talk show host: but he has to be able to communicate his ideas and his energy to the people around him. He does this through a variety of means—presentations, body language and, most importantly, through his ability to listen, because communication is a two-way street. A manager could possess all the basic attributes—command over basic facts, relevant professional knowledge, analytical ability, problem-solving and decision-making skills, social skills, creativity, pro-activity and emotional resilience—and still come up short if he fails to communicate his ideas effectively to the people around him. Communication is one of the most important management techniques. People recognise the need to communicate but find it difficult to do so. It all seems so easy—just speak or write precisely what you wish to convey. But that’s easier said than done. I have an idea that I wish to transmit to another person. But unless I am able to make him understand precisely what I have in mind, the communication will not be effective. For effective functioning, there has to be effective communication. We fail to communicate because of a variety of reasons; it could be trouble with the language, past experience, lack of alertness, inhospitable environment, or simply disinterest and ennui. It could also be because of bad vibes with the others, hidden agenda, inarticulateness or even poor listening skills. If we organise our ideas, ascertain the purpose of communication, and consider the overall physical and human settings, we may be more effective. If we consult others, use multiple channels, encourage two-way communication making use of the so-called ‘Ask Back Rule’ and control body language, we might be more effective in our working. This section on communication skills dwells on the art of getting your message across, your presentation skills, listening skills, and the ability to control your body language in order to communicate effectively.

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The Art of Getting Your Message Across

Mirror Image – 1

z

Are you good at communication?

Read the following statements carefully and respond on the basis of your experience. Be honest! Write N for Never, O for Occasionally, F for Frequently and A for Always in the blocks given in the response sheet at the end of this section. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I take time to give people the information they need and want. I look forward to feedback about my communication. I try to exclude personal liking and grievances when judging others. I make my reports accurate, clear, brief and well structured. I do not waste time in analysing how all relevant persons might react. I explore and research thoroughly before a written proposal. I feel it is a waste of time to communicate regularly with employees. I think carefully about a message before I decide how to communicate. I listen intently and check what I have understood before I reply. I do not delay communication, rather try to communicate the right message to the right person.

Scoring After giving your responses in the response sheet do the scoring. Statement Nos. 2, 3, 4, 6, 8, 9 and 10

Statement Nos. 1, 5 and 7

— 4 points to A (Always) 3 points to F (Frequently) 2 points to O (Occasionally) 1 point to N (Never) — 4 points to N (Never) 3 points to O (Occasionally) 2 points to F (Frequently) 1 point to A (Always)

Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record.


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30–40 : Superb! You are an effective communicator. Keep it up! 20–29 : Your communication is average. In different areas different skills are required. Find out your areas of weakness. Success will follow you. 10–19 : You are not communicating effectively. Listen to the feedback and try to learn from your mistakes. The given tips will help you hone your communication skills.

Tips

Importance of Communication

The success of every enterprise depends on communication. In any undertaking involving two or more persons, it is essential to coordinate individual activities. Simply put, communication is the glue that holds an enterprise together. Communication is not only vital in formulating and implementing enterprise plans, but it also is the principal means of achieving various enterprise activities. Decisionmaking, for instance, is essentially information processing activities. Managers must motivate others to perform. Wise managers rely on words that are clearly and persuasively communicated to motivate subordinates, peers and superiors. Change is a universal aspect of all enterprises. In the final analysis, communication underlies all methods for introducing change. Communication has been repeatedly shown to be an area of managerial weakness. An understanding of the communication process and different barriers to communication can lead to improved managerial performance. Communication is essential for effective external enterprise relations. All enterprises must communicate with customers, government officials, suppliers and local community representatives since an enterprise can not exist without the support of these shareholder groups. Appropriate external communication is of utmost importance.

Barriers to Effective Communication

Poor communication may be caused by a variety of factors. They may be technological, intra-personal, structural or inter-personal. Technological Factors Language and meaning Non-verbal cues Media effectiveness Information overload

Intra-personal Factors Selective perception Individual differences in communication skills

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Structural Factors Status Serial transmission Group size Spatial constraints

Inter-personal Factors Climate Trust Credibility Sender–Receiver similarity

One study of the transmission of information in 100 business and industrial companies calculated the average loss of information sent from the top of these companies through five levels of management to operative employees to be an astonishing 80 per cent. On an average, only 63 per cent of a message sent by their board of directors was understood at the vice presidential level. At the general supervisory level, 56 per cent was understood; at the plant manager level, 40 per cent was understood. The general supervisors’ first time understanding level was 30 per cent and at the operative employees’ level it was down to 20 per cent. Percentage of understood information transmitted through five managerial levels (N=100 business and industrial companies).


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Original Message 100% Board of Directors’ understanding 63% Vice Presidents’ understanding 56% General Supervisors’ understanding 40% Plant Managers’ understanding 30% First-time Supervisors’ understanding 20% Operative Employees’ understanding

Final Message

The art of getting your message across effectively is a vital part of being a successful manager. Everybody communicates in one way or another, but few managers deliver their messages as well as they can. Remember good communicators make much better managers.

Always match your medium to your message with great care. Know which questions to ask; it will help you get the right answers. Misunderstandings are caused by wishful listening—hearing only what you want to hear. Keep an open mind about what people say—think about the words you hear, not the person saying them. Speak in as natural a tone as possible to create a warm environment. A satisfactory end to an encounter can never be guaranteed, but a good start is always possible. Use welcoming words to help start all proceedings on a positive note. When giving positive feedback, state reasons for your praise. Keep a clock on your desk to monitor the time you spend on calls. Use features like ‘call waiting’ to increase your effectiveness. Make letters effective by thinking before you write, and always write what you think. Avoid using complicated unusual words or abstract terms—they may obscure your meaning.

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Speak for a maximum of 20–45 minutes; this is the length of the average person’s attention. While compiling reports be ruthless: cut out all unnecessary or superfluous words in your report. Avoid making any unsupported assertions or conclusions. If you meet a hostile journalist keep your cool; say nothing that could damage good PR. If bad news breaks, admit the reality to everyone—especially yourself.

Remember there is only one reliable source of information on perceptions: the recipient of the messages. Talk honestly to staff if you want to get honest answers in return. If more than one or two make the same complaint, it may be widespread.

Are You Communicating Effectively?

Mirror Image – 2

Analyse the communication in two of your relationships. One which is very painful and another which is very pleasant. Analyse how your communication behaviour varies in the two relationships. Give your response on the following scale in the response sheet. Least

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Ideas are expressed in unclear ways. Conversation is dominated. There is often a hidden agenda. Communication is always formal and impersonal. Does not listen well. Conversation is boring and uninteresting. Is withdrawn and uncommunicative. Very sensitive and gets easily hurt. Its difficult to follow; is very abstract. Not open to the ideas of others.

Pleasant


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Scoring Total your scores of the responses given to each painful and pleasant.

Interpretation z z z

What are the areas you need to work on? How does your communication behaviour vary in these two relationships? On what specific problems in the painful relationship do you need to work the most?

Interpersonal communication is perhaps one of the most important and least understood competencies that a manager can have. Unfortunately, being a good communicator is not easy. Neither it is easy to recognise your own problems in communication. Most of the people in the organisations tend to think of themselves as excellent communicators. They rather think communication is a major organisational problem and they see the other people in the organisation as the source of the problem. It is not easy to admit the problems in our own communication behaviour. There may be barriers to effective communication: z z z z z

Inarticulateness—It may be senders difficulty expressing the concept or receiver not being aware of the problem which may lead to completely inaccurate images. Hidden Agendas—Motives of people which they prefer not to reveal. Status—Message gets distorted by perceptions of position wherein individuals often craft messages so as to impress or not offend. Hostility—When message is perceived in a negative way, whether or not it was intended that way. Differences in communication styles—It may be difference in style, speaking soft or loud, some are interested in ‘the bottom line’, gender, cultural background, etc., also may create differences.

To be effective: z z z z z z z

Be clear on who the receiver is. Know what your objective is. Analyse the climate. Review the message in your head before you say it. Communicate using words and terms that are familiar to the other person. If the receiver seems not to understand, clarify the message. If the response is seemingly critical do not react defensively.

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The 3 Ps of Presentation

Mirror Image – 3

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Would you like to be a good presenter?

Read the following statements and write Yes or No responding to each statement in the boxes given in the response sheet at the end of this section. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I use pauses to allow the audience to absorb what I say. I check on the time by looking at my wristwatch. The use of examples and analogies in illustrating a point is a waste of time. I sprinkle my speech liberally with adjectives. I take care not to lose sight of the message or I might lose concentration as well as my audience. In case I forget anything, I add it to the end of the speech. I do not encourage members to raise questions as it disturbs the concentration. I remain calm, whatever the tone or intention of the questioner. I make sure that the presentation ends on a strong positive point. I memorise and trust my memory and do not waste time writing down the presentation plan.

Scoring After giving your responses in the response sheet do the scoring. Statement Nos. 1, 2, 6, 8 and 9—10 points to ‘Yes’ Statement Nos. 3, 4, 5, 7 and 10—10 points to ‘No’ Total the scores and note them in the assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. More than 80 : Superb! You are a good orator. 50–70 : Average, there is lot of scope to improve. Below 50 : A definite change is required, or you will lose the opportunity to command the audience.


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Tips Are you a seasoned orator or a novice speaker? You can improve your presentation skills through 3 Ps—Planning, Preparation and Performance.

Try different sources; do not ignore a good source just because the information is not immediately accessible to you. For every hour of presentation, set aside 10 hours for preparation. Visit the venue in advance to become familiar with its layout. Use the three Es—Educate, Entertain and Explain. The audience should learn something from your speech and enjoy it. All parts of your speech should be clear to your audience. Smile only when it feels natural to do so. A forced smile always looks false and unconvincing. Your presentation should be relevant, simple and to the point. The audience must be impressed by the depth and breadth of your knowledge. Your positive attitude, energy and enthusiasm for the subject will speak volumes. Establish eye contact with each member of the group. Face your audience at all times—this will help hold their attention. Allow individuals to have a say, but keep it brief. Sum up, emphasise, repeat the main point.

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Keep the audience interested by including a few relevant anecdotes. Say ‘good point’ to encourage a questioner who is shy or nervous. Address answers to the whole audience not just the questioner.

Win over your audience with your knowledge, stay relaxed but alert and enjoy your presentation.

Are You Able to Attract Audience?

Mirror Image – 4

You must have been a ‘speaker’. Also you must have heard a number of speakers. A couple of them you always remember and few must have discouraged you to the extend that you left in between. You must have encountered the situation as a ‘speaker’. Read the following statements and respond. Even if you have not yet experienced being a ‘speaker’ you must have definitely encountered being an audience. The test will help you in assessing what you should do. Tick ‘Yes’ or ‘No’. Be honest and record your responses in the response sheet. 1. 2. 3. 4. 5. 6. 7. 8.

I believe that its only the content that matters not your physical behaviour. I usually stand on one foot or with feet wide apart to impress listeners. At large sessions lectures I avoid moving back and forth but move from side to side. I in my talk, visually supplement the oral words of transition by physically moving when making a direction shift. I emphasis and suggest importance of the idea through movement. I show enthusiasm and vitality by reflecting sincere belief in the ideas and expressing sincere desire to share them. I feel appearance and dress of speaker has nothing to do with the occasion and audience. I ensure that my head and shoulders are not drooped or turned to one side so as to achieve the desired stance.

Scoring Assign 10 points to each ‘Yes’ for statements 3, 4, 5, 6 and 8 and 10 points to each ‘No’ for statements 1, 2, and 7 and total your scores in the response sheet.

Your Assessment 80–70 60–50

Congrats! You are able to attract audience. Good! You are trying to emerge as a good speaker but still you may do better.


Below 50

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A lot needs to be done. Tips may help you in communicating successfully before the audience. Its all a matter of sincere and conscious effort.

Tips Communicating successfully before an audience demands actions and qualities. While preparing your speech and choosing the method of delivering it one needs to focus on your physical and vocal behaviour plus control of stage fright. Speaker’s posture, movement, facial expressions, appearance and gestures all convey external, nonverbal cues. z z z z z z z z z z z

Stand erect, relaxed with weight on both feet Move to hold attention: move more from side to side rather than back and forth. But don’t move continuously like a caged lion Move to get rid of nervousness: move with assurance, determination and enthusiasm Move to increase emphasis: a movement towards the audience, accompanied by a gesture, can imply stressing a point Your smile or laugh suggest that topic is of interest to you Frowning or glaring face shows worry, anger or that you are ill at ease Sloppy, gaudy or clothes loud in colour distract audience from listening to speech Clenched fist emphasises a point by either hitting the palm of the hand or shaking it upright before an audience Using the same action repetitiously is boring to the audience and suggests lack of creativity Avoid continuous gestures Gesture should accompany the oral thought, not precede or follow

Remember posture, movement, facial expressions, appearance and gestures convey nonverbal cues that give vitality and sincere meaning to any presentation.

Body Language—An Indispensable Tool in Communication

Mirror Image – 5

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How observant are you of body movements?

Several clusters or statements of hand and arms movements are given below. This is an exercise that will help you understand interpretations. You have to match each cluster with the interpretations given below. Write a, b . . . in the blocks to match the interpretation. a) anxious f ) frustration

b) nervous c) thoughtful g) seeking re-assurance

d) friendship h) rejection

e) confidence i) defensive

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j) overbearing and aggressive l) friendly and co-operative.

k) anxious and enthusiastic

Give your responses in the response sheet given at the end of this section. 1. Hands clenched Arms crossed Constantly rubbing one’s eye, nose or ear 2. Tugging at the ears Frequent opening of hands and arms Keeping hand over mouth while speaking 3. Thumping the fist on the table Rubbing the neck at the back Pointing finger at the other person 4. Opening palms Occasionally touching the face with the hand Uncrossed arms 5. ‘At ease’ position while standing Hands away from face Hands joined together at the back 6. Stroking the chin or nose Hands to cheek 7. Hands clenched together in a big fist, fingers interlocked Rhythmically massages one thumb against the other 8. Hands on the table 9. Arms folded Touching, rubbing the nose 10. Hands are clenched with thumbs rubbing against each other 11. Runs his fingers through his hair 12. Hands joined together at the back touching each other occasionally

Scoring After giving your responses in the response sheet check your answers. The following are the interpretations of the cluster of statements. 1) i

2) a

3) j

4) l

5) e

6) c

The number of correct answers is your score.

7) b

8) k

9) h

10) g

11) f

12) d


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Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. The higher the correct number of answers, the better is your understanding of hands and arms movement. Practise them; this will help you make quick and almost accurate interpretation of gestures of others as well as yours.

Tips Do you know what body language is and how important it is to understand it? It is the way people unconsciously telegraph their private thoughts and emotions through body movements. Certain gestures like touching the nose, clearing the throat, pausing while speaking, even the clothes and perfume one wears ‘speak louder’ than words.

One study conducted on the relationship among the three main elements of communication—the verbal, the chat vocal and the visual—showed that if the message was inconsistent, the impact would be as follows: Verbal 7 per cent (words) Vocal 38 per cent (tone and voice) Visual 55 per cent (non-verbal physical behaviour)

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The face, eyes and hands form important parts of body gestures. The most revealing aspect of body language, perhaps, is what people do with their hands. All hand movements have hidden meaning. What a person does with his hands, fingers and arms is directly related to what is going on in his mind. To be effective, all gestures must be appropriate to our purpose and natural to our personal style. Carefully avoid inappropriate and awkward gestures, lest they detract from our messages and alienate us from others. – – – – – –

Pointing at others Touching others to emphasise a point Being too familiar (putting our arm around someone we do not know very well) Entering people’s personal space Conveying obscenities with the fingers, hands and other body parts Holding someone’s hand longer than a few seconds during a handshake

Body Language

Mirror Image – 6

z

How efficient are you in interpreting body language?

Several clusters or statements of face and eye movements are given below. This is an exercise that will help you understand interpretations. You have to match each cluster with the interpretations given below. Write a, b . . . in the blocks to match the interpretations. a) confident b) thoughtful c) defensive d) anxious f ) friendly and co-operative g) aggressively hostile h) non co-operation, resistance i) anxious and enthusiastic j) dynamic, capable and competitive

e) overbearing k) friendship

Give your responses in the response sheet given at the end of this section. 1. Face and head are not turned towards the other person Avoids eye contact, or immediately looks away on contact with the others 2. Frequent blinking of eyes Licking of lips Keeps clearing the throat


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3. Peering over the top of the glasses Eyebrows raised in an exaggerated arrangement Staring at the other person Wry smile as if to say ‘I’ve heard it all before’ 4. Smiles Nods the head while the other is speaking Looks at the other person’s face 5. Eyes do not blink Chin thrust forward Looks into the other person’s eyes 6. Head tilted slightly to one side while listening looks at the other person for about three quarters of the time 7. Eyes are alert Slight smile, no furrow on the brow 8. Lips tightly closed Corners of the eyebrows are down Sometimes talks through the teeth with very little movement of the lips Looks at the other person with wide-open eyes 9. Slight veiled smile Peacefully arched eyebrows No furrow on the forehead Half closed droopy eyes 10. Frowning face Corners of the lips turned down Wrinkles in the brow Eyebrows tilted downwards 11. Smiling Gazing at each other Making lively head movements

Scoring After giving your responses in the response sheet check your answers. The following are the interpretations of the cluster of statements. The number of correct answer is your score.

Answers: 1) c 2) d

3) e

4) f

5) a

6) b

7) i

8) g

9) j

10) h

11) k


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The higher the correct number of answers the better is your understanding of hands and arms movement. Practise them; this will help you in quick and almost accurate interpretation of gestures of others as well as yours.

Tips Body language is a universal language (except for specific cultural variations). All over the world, people use gestures that are commonly interpreted by most people everywhere, as well as gestures that have cultural overtones and are understood by people of the respective cultures. Non-verbal signals are likely to display the true meaning of the message. Hence, they are more likely to be trusted by the interpreter. Non-verbals have several different functions: – – – – –

Indicate status relationships Express emotions Regulate interaction Substitute for words Supplement, repeat, reinforce or even contradict the verbal message.

Emotionally, the face is mightier than words. The face is the organ of emotion as it provides vital clues by reacting in fractions of a second, often unconsciously, revealing attitudes, moods and opinions that a person would rather keep under the wraps. In reality our facial signals are all too fleeting, they appear and disappear in a fifth of a second. One has to be alert all the time in order to not to miss these micro-momentary facial expressions. The flashes of facial signals are generally spontaneous reactions which a person finds difficult to hide. They are so quick and instinctive that they reflect one’s true feelings which may or may not match what a person is saying. Our facial expression should send different types of messages depending on the situations for instance: – – – – – – – – –

Reveal the kind of personality we possess Communicate our ability to respond emotionally Express our compassion for co-workers and family friends Indicate our respect for others Show our curiosity in multifarious subjects Reflect our interest in someone or something Indicate our enthusiasm for life Convey our ambition as professionals Transmit our positive attitude about people and things


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We must also take special care to create a smiling face. A smile costs nothing, but gives much. It enriches those who receive without impoverishing those who give. Everything starts better with a smile—even criticism. We ought to use it more often. Eyes: Are the windows of our soul—and the mirrors of our heart.

Eye contact – – –

Establishes our relationship with the other person Helps us keep our mind on the message Encourages the other to continue interacting with us; it involves us in the emotional and factual content of what we are saying

Eye contact reflects our self-confidence and many of our other personality traits. They express emotional elements such as surprise, joy, sadness, shock, disappointment, anger, curiosity, warmth, respect, strength and pride. Do’s and Don’t of eye contact: – – – – –

While speaking look at everyone in a group Look at key decision-makers or those who hold power Look at reactive listeners Do not look at bad listeners they may distract you If you have trouble looking someone in the eye, simply focus at something on his or her face.

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Be a Good Listener

Mirror Image – 7

z

Am I a good listener?

Read the following statements and indicate your choice from three responses—usually, sometimes or rarely—for each in the boxes given in the response sheet. Write U for Usually, S for Sometimes, R for Rarely. Situation: When taking part in an interview or conference I: 1. Prepare myself physically by facing the speaker and making sure I can hear. 2. Watch the speaker as well as listen to him. 3. Decide from the speaker’s appearance and delivery whether or not what he says is worthwhile? 4. Listen primarily for ideas and underlying feelings. 5. Determine my own bias, if any, and try to allow for it. 6. Keep my mind on what the speaker is saying. 7. Interrupt immediately if I hear a statement I feel is wrong. 8. Make sure before ensuring that I have taken in the other person’s point of view. 9. Try to have the last word. 10. Make a conscious effort to evaluate the logic and credibility of what I hear.

Scoring Assign points to your responses to each question. Question Nos. 1, 2, 4, 5, 6, 8 and 10 Question Nos. 3, 7 and 9

— Assign 10 points for ‘U’ Usually 5 for ‘S’ Sometimes 0 for ‘R’ Rarely — Assign 0 points for ‘U’ Usually 5 for ‘S’ Sometimes 10 for ‘R’ Rarely




below 70 70 to 85 90 or more

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: You have developed some bad listening habits. : You listen well but could improve. : Congratulations! You are an excellent listener.

Tips ‘Well! This is the information I received’, or ‘I thought you said that’. Or ‘I meant this.’ One hears such statements at our workplace everyday. There is a lot of communication but is it effective? Barriers to effective communication are caused by various factors like: Technological factors: Language and meaning, non-verbal cues, media effectiveness and information overload. Structural factors: Status, serial transmission, group size and spatial constraints. Intra-personal factors: Selective perception and individual differences in communication skills. Inter-personal factors: Climate, trust, credibility and sender-receiver similarity.

Do’s of Listening

Show interest Express sympathy Be silent when empathy is needed

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Eliminate distraction by holding telephone calls Allow time for discussion Take note of non-verbal cues When you are unsure of what was said, restate what you think you heard as a question When you feel something is missing, ask direct questions to get necessary information

Don’ts of Listening Argue Interrupt Pass judgement too quickly Jump to conclusions Let the other person express his emotions

Do I Possess the Listening Skills?

Mirror Image – 8

‘I am a good narrator.’ ‘Last time, I represented my office and made an excellent presentation.’ Good! But how many times have you attended the conferences? How attentive are you when others are speaking? This is what I remember of what he said. Usually you will find we talk more efficiently than listen. Good listening skills, which are essential for effective communication, are often overlooked when communication is analysed. Go through the given statements and respond, Yes or No in the response sheet. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

I try to listen to several conversations at the same time. I make my own interpretations on the facts gathered for me by people. I can make out what the other person is going to say before he or she says. I at times pretend to pay attention to people. I am good at judging body language. If not interested I divert my attention from the speaker. I express by nodding or through other body language to let the speaker know how I feel about what he or she is saying. I respond immediately when someone finishes talking. While being said I evaluate what is being said. While the other person is still talking I formulate a response. My attention gets diverted to the delivery style of the speaker from the content. I ask people to clarify what they have said rather than guessing at the meaning.


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13. I concentrate and try to understand other people’s point of view. 14. I hear what I expect to hear than what is said. 15. When we disagree most people feel that I have understood their point of view.

Give Scores Give one to ‘No’ response for statements 1, 2, 3, 4, 6, 7, 8, 9, 10, 11 and 14. Give one to ‘Yes’ response for statements 5, 12, 13 and 15. Total your scores in the record sheets. Scores 14-15 12-13 Below 12

Interpretation You are effective listener in your role as a manager. You strongly approve of your listening habits. You are on the right track. You have some doubts about your listening effectively. There are few gaps. By being at little more attentive you may be able to overcome the gaps. It appears you are not satisfied the way you listen and your colleagues and friends also feel that you are not a good listener. You may have to work on improving your active listening skills.

Tips Do not be disheartened. Listening is never an easy task. Research suggests the typical person listens at about 25 per cent efficiency. The reason is that most people talk at about 125 words a minute, whereas they listen and understand at four times that rate. You will be surprised to know that we spend as much as 80 per cent of our waking hours communicating in one form or the other. About 9 per cent of our time is spent in writing, 16 per cent in reading, 30 per cent in speaking and 45 per cent is listening. Yet of all these skills, most people have had the least training in listening. z z z z z z z

Watch the speaker as well as listen to him. Face the speaker and make sure you listen to them. Listen primarily for ideas and understanding feelings. Concentrate on what speaker is saying. If not clear interrupt and seek for clarification. Make sure before speaking of the other person’s point of view. Make a conscious effort to evaluate the logic and credibility of what you heard.

Remember effective listening is valuable preparation for a successful managerial career. Much valuable time and information not to mention money is wasted as a result of poor listening habits. ALWAYS REMEMBER ONE WAY TO KNOW MORE IS TO LISTEN MORE. LISTENING IS A KEY TO KNOWING AND UNDERSTANDING.

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Response Sheet—Where Am I? Section B—Communication Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you good at communication? Date Scores Assessment:

Strengths

Weaknesses


Strengths

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Mirror Image – 3 Would you like to be a good presenter? Date Scores Assessment:

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Mirror Image – 4

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Response Sheet—Have I Improved? Section B—Communication Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you good at communication? Date Scores Assessment:

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Response Sheet—Have I Changed? Section B—Communication Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you good at communication? Date Scores Assessment:

Strengths

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Response Sheet—Where Am I? Section B—Communication Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 5

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 How observant are you of body movements? Date Scores Assessment:

Strengths

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Mirror Image – 6 How efficient are you in interpreting body language? Date Scores Assessment:

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Mirror Image – 7 Am I a good listener? Date Scores Assessment:

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Response Sheet—Have I Improved? Section B—Communication Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 5

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 How observant are you of body movements? Date Scores Assessment:

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Response Sheet—Have I Changed? Section B—Communication Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 5

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 How observant are you of body movements? Date Scores Assessment:

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SECTION C

Group Dynamics Skills

Skilled Interviewing

Do You Emerge as an Effective Interviewer?

Successful Meetings

Positive Course of Action in Running a Meeting

Participative Meeting

Effective Teamwork—The Foundation of Successful Management

Getting the Best from People

The Maslow Hierarchy

What Makes Workplace Teams Effective?

Can You Handle People?

Can You Make People Gladly Do What You Want?

Dealing with Demotivated People

Envious of Co-Workers

Work Groups Increase Productivity

Win People During Appraisals

Conflict with the Boss

How Do You Give the Feedback?

Would You Like to Win an Argument?

What’s Your Style?

Section C Group Dynamics Skills Managers handle people and situations; this calls for smart thinking and nimble footwork as neither category is easy to deal with. The work of the manager is fragmented, varied, subject to continual adjustment and governed to a large degree by events over which he has little control and by a dynamic network of inter-personal relationships. The complete range of skills of the complete manager—his self-knowledge, analytical ability, problem-solving or decision-making skills, social skills, mental agility, emotional resilience and alertness—come into play when he conducts meetings or holds interviews. The manager is always walking the tightrope trying to strike the right balance between the prime objective of any meeting—which is to set the goals—and the need to motivate his people to go out and achieve them. Ambitious and determined people will hunt down opportunities for themselves even though the organisation needs to clarify the scope for growth and development it can provide. If it does not, they will go away and grow elsewhere. The manager has to make the best use of the talents of his team so that all its members work well together to deliver superior levels of performance. In the present competitive and challenging environment, it is essential that employees recognise that irrespective of the pecking order, they all have a valued part to play in the success of the company. Teams outperform individuals acting alone or in large organisational groups, especially when performance requires multiple skills, judgements and experiences. One cannot escape conflict in an organisation. This is inevitable because the objectives, values and needs of groups and individuals in the organisation do not always coincide. Conflict may be a sign of a healthy organisation. Bland agreement on everything would be unnatural and enervating. There should be clashes of ideas about tasks and projects, and disagreements should not be suppressed. They should come out into the open because that is the only way to ensure that issues are explored and conflicts resolved. At the same time to achieve results, innovate and get on, one should know how to manage one’s boss. You should know how to get him to agree to what you want to do. You must discuss solutions to problems with him and impress him, so that he is more likely to accept your proposal and place his trust in you. This section on group dynamics dwells on interviewing skills feedback, successful meetings, motivation, conflict management, and team working to help increase group productivity.

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Skilled Interviewing

Mirror Image – 1

z

Assess your interviewing skills

Practice is the most productive way of developing and improving your interviewing skills. Read the following statements carefully and be honest in giving responses. Give responses as A for Always, S for Sometimes and N for Never to the given statements in the boxes given in the response sheet at the end of this section. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I know how to make a flustered or nervous candidate feel relaxed. I discourage candidates to talk about their previous experience. I encourage a timid candidate to speak with confidence. I do not spend a greater part of an interview listening to the candidate. I am subjective about what a candidate is saying throughout an interview. I am polite to candidates and show interest in their points of view. I get an additional insight by reading a candidate’s body language. I remain attentive and interested throughout each interview. I memorise my first impression immediately after each interview. I find it difficult to assess whether a candidate will fit in with the organisation.

Scoring After giving your responses in the response sheet do the scoring. Assign weightages given in the scoring key for responses as follows where: A = Always S = Sometimes N = Never Statement 1 2 3 4 5 6 7 8 9 10

Scoring Key A 10 0 10 0 0 10 10 10 0 0

S 5 5 5 5 5 5 5 5 5 5

N 0 10 0 10 10 0 0 0 10 10



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Your Analysis Based on the scores, assess yourself as given below and record the same in the assessment record. 85–100 65–80

: :

Below 60 :

Congrats! You have excellent interviewing skills. Your interviewing skills are fairly sound, but there is need for improvement. Your skills definitely need improvement; learn from your mistakes.

Tips Whatever level of success you have achieved during the interview, it is important to remember that there is always room for improvement. Identify your weaker areas and refer to advice and tips to hone your interviewing skills. A prominent part of an HR manager’s job is to interview candidates. This timeconsuming and complex process requires careful planning. Once the candidates are carefully short-listed for the interview, all you have to do is ask the right questions in the proper manner. Open questions are likely to be the most useful in an interview. Closed questions lead to a simple affirmative negative rather than an in-depth reply.

When interviewing, avoid asking questions that make the candidate clam up or act defensively. Attentive listening is one of the most essential attributes of a good interviewer.

Summarise what a candidate is saying. Show that you are listening. You have two ears and one mouth, listen twice as much as you talk.

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Be curious—it helps you to listen properly. When counter questioned, ensure you understand the question before answering. Jot down questions as they occur to you, leaving your mind to listen. Listen to emotions behind the words. People who make eye contact are seen as trustworthy. Speak for 20 per cent of the time during an interview and listen to the candidate for the other 80 per cent of the session. Respect candidates who admit that they do not know the answer. Be aware of your own body language; try to avoid giving adverse signals. Yawning during an interview will give the impression of boredom. Fiddling or looking distracted indicates disinterest. Looking at your watch often indicates impatience.

All interviews should be brought to a polite but unhurried conclusion even if you believe a candidate is unsuitable. As an ambassador for your company, the way in which you wrap up the interview will create a lasting impression on the candidate. Always preserve the dignity and self-esteem of a candidate.

Do You Emerge as an Effective Interviewer?

Mirror Image – 2

z

Are you an effective interviewer?

Read the following statements carefully and answer ‘Yes’ or ‘No’. Be honest.

While taking an interview… 1. 2. 3. 4. 5. 6. 7. 8.

I try to make the applicant feel at ease. I ask open-ended questions pertinent to the information I need. I would rather just listen than prod for details. I notice nonverbal cues and behaviour that may tell about the personality and social skills. I explicitly express my feelings if I consider the person wrong. I tactfully control the direction of the interview. Applicant has no right to ask questions. I jot down brief notes on important points but avoid doing so when the applicant is under stress.


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9. I am consciously aware of whether the applicants anticipating my preferences and is responding according instead of stating his or her true feelings. 10. I always end interview courteously indicating what the applicant should do next or when a decision is expected.

Scoring After giving your responses in the response sheet do the scoring. Assign 10 points to each ‘Yes’ response for Statement Nos. 1, 2, 4, 6, 8, 9 and 10. Assign 10 points to each ‘No’ response for Statement Nos. 3, 5 and 7. Total your scores in the record sheet.

Your Analysis 90 – 100 : Superb! You are an effective interviewer. 80 – 70 : Good! But still you may be more effective if effort put in. 60 and Below : There is certainly a need to improve. Mirror Image may help you.

Tips Within business, interview is one of the important activities carried out on one to one basis. To be effective, interviews require preparation before hand, efficient, thoughtful procedures during the discussion and follow-up afterwards.

Interviewers’ Preparation Know the requirements and the work environment and read the resume before the interview. Decide what information you need and plan the questions you will ask. Questions need to be free from personal bias.

Warm-up period You as an interviewer should greet the applicant in a cordial way—with a handshake, warm smile, and friendly tone of voice. Initial nonverbal and oral impressions can quickly set the tone of the entire interview.

Main Content: Encourage the applicant to do most of the talking, but you control the interview and see that it does not wander aimlessly z

Don’t form an overall opinion about the applicant based on a single aspect or a few surface clues.

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Don’t judge the applicant’s character mental ability or attitudes by handwriting, outward features, handshake, etc. Don’t be discourteous, rude, critical, argumentative or cold towards the applicant. Don’t leave unexplored gaps or form conclusion before carefully probing for meaning and accuracy.

z z z

Evaluation Immediately after the closing you may prepare an interview write-up using information obtained from the candidate during the interview, supplementing it with vital facts from other sources, forming an overall opinion. Early arrival, alert, responsive attitude, empathetic attitude, smiles, clear voice, relaxed manner are positive behavioural symptoms. However, late arrival, inattentive, dull attitude, withdrawn attitude, tension, frowns, mumbling, choked voice, etc., are negative indicators. The verbal positive symptoms are sticking to the main point, incisiveness, relevant responses, appropriate use of humour, spontaneous replies, speaking well of people, candour, well-organised presentation. However, changing the subject, overgeneralising, irrelevant responses, long pauses, evasiveness, disorganised presentation, criticism of others are negative indicators.

Successful Meetings

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Meeting skills

Evaluate how well you perform when you are in a meeting. Respond to the following statements and select the options that are closest to your experience. Be honest. Tick the desired option for each statement. Read the statements given below carefully and give your responses in the response sheet given at the end of this section. Write A for Always O for Occasionally N for Never 1. 2. 3. 4. 5.

I am confident when making a point or stating my view. I listen carefully to what other people are saying in a meeting. I find it difficult to concede when I am wrong. I am thoroughly prepared for every meeting that I attend. I explain the purpose of each meeting clearly to all the participants.


6. 7. 8. 9. 10.

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I cannot control the tone of my voice when I feel nervous. I ensure that participants know what action to take before the next meeting. I interject if I find the speaker is going against my point. I carefully review the minutes of the previous meeting. I give no importance to sense of dressing for a meeting.

Scoring After giving your responses in the response sheet do the scoring. Give the following weightages to your responses. Statement No. 1 2 3 4 5 6 7 8 9 10

(N) Never 0 0 10 0 0 10 0 10 0 10

(O) Occasionally

(A) Always

5 5 5 5 5 5 5 5 5 5

10 10 0 10 10 0 10 0 10 0


Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 85–100

: Congrats! You perform well in a meeting but do not become complacent. Each meeting is different so continue to prepare well. Keep it up. 65–80 : You perform reasonably well in meetings but certain skills need further development. 60 and below : Your skills need all-round attention. Always have a definite purpose when you attend a meeting, and endeavour to achieve it.

Tips People come together at a business meeting with the intention of resolving problems or making decisions. A casual encounter in the corridor between colleagues could also be

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described as a meeting. However, most meetings at the workplace are more formal, with a pre-arranged time and venue. There may be one-to-one meetings with a senior manager, colleague, or client but often there are more than two people. The meeting usually has a clearly defined purpose stated in an agenda. It includes a list of issues to be discussed. This is circulated in advance along with the support papers when required. An ideal meeting is one where the objective is defined, and time and money are saved. It pools the knowledge of the right people to achieve a desired objective. These may be in the form of regular review meetings, annual meetings or special meetings. But there are costs attached to them—most often this is in the form of participants’ time which arises from reading the agenda and preparing materials for the meeting. Sometimes there are other attendant costs: employees from regional offices may have to fly in for the meeting; or the meeting may be held at some salubrious retreat which means hiring the venue and paying for the accommodation of the participants. So how does one calculate the total costs of the meeting and determine whether the gains from the meeting outweigh the costs? The costs can be calculated by:

Combining the salaries of all the participants Taking into account the annual cost of their respective organisations and departmental overheads Sundry hourly costs such as room hire

Then, divide the sum by the number of working hours in a year. Finally consider:

Travel costs Opportunity cost

And then managers need to take a call: Is the purpose of the meeting really worth that much money? Is there any other cost-effective way of achieving the same objectives?


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Today, management information system (MIS) has changed the way we can address these issues. So now you need to ask yourself a few pertinent questions:

Is there any need for the meeting at all? Is there a better way of addressing the issues than having a meeting? Is the objective of the meeting clear to everyone? Is everyone required to attend the meeting? Is it possible to first share different views on various issues through any other media—email/fax/mail/teleconferencing/video conferencing?

Informal meetings Informal meetings take several different forms and can be a useful forum for discussion. Whether they happen by chance or are organised in a casual manner such as word of mouth, make the most of these opportunities to resolve matters simply.

Formal meetings Have different rules of procedure: some meetings such as annual general meetings must be convened by law; others are voluntary and are called to make a particular decision or to discuss an issue.

Positive Course of Action in Running a Meeting

A prompt and positive start is made. Discussions are kept within a time limit and discussions should be confined to issues on the agenda.

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While obtaining opinions on each issue, see that the participants contribute effectively and arrive at acceptable solutions. While moving towards the objectives, explore all options. While reaching a decision, debate and end the deadlock; negotiate for a compromise— a win-win situation. Close the meeting where points are recapped and agreed. One should adopt a proper code of procedure to increase the effectiveness of meeting. Here is a checklist:

While Presiding Over Meetings

Prior to meeting Limit the size.

During the meeting Set the right tone.

Select informed members who confer in a conscientious and reasonable manner. Define responsibility and authority.

Encourage participation by all members.

Avoid competing with members for ‘equal time’.

Communicate this definition along with the agenda and supporting documents so that members can prepare in advance for meetings. Contact members remind them of meeting times and locations, and answer any questions. Appoint a Secretary to take and distribute notes to the members after each meting. Start the meeting on time.

Summarise the discussion from time to time.

Confine the discussion to the appropriate subject.

Be interested and alert.

End on time.

During the meeting Be alert and attentive.

After the meeting See that meeting notes are promptly distributed. Make the same preparations for any follow-up meetings as for the first meeting. Schedule meetings so that work conforms to a specified timetable. After the final meeting, thank the members in person as well as in writing.

Communicate results to the right authorities orally and in writing as required.

As Members

Prior to meeting Read preparatory materials and develop preliminary ideas. Consult with those you represent to learn ideas and responses to your preliminary ideas.

Participate, being sure to clearly state your position.

After the meeting Rethink your initial position, read meeting notes. Consult with those you represent for their response and suggestions.


Arrival at meetings on time.

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Try to be rational, especially when responding to persons you do not like or to those who are severely critical of your position. Avoid dominating discussions. Encourage other members to participate.

Meetings are a crucial element of business. Millions of meetings are held all over the world every day. Most managers feel pressured by the amount of time required for meetings, but how many meetings really serve a useful purpose?

Meetings cost time and money, both of which are valuable. Hold meetings only when necessary and ensure that they are concise and constructive. Always be clear about the purpose of a meeting from the outset. If the issue can be resolved without a meeting, cancel the meeting. Use informal brainstorming sessions to generate new ideas to find solutions to problems. If you are leading a discussion, make sure that you make a lot of positive eye contact to help you retain control of the meeting. Circulate any supporting papers together with the agenda. Study all the material that has been circulated in advance of a meeting. Canvass support from possible allies in advance of the meeting. Remind people of the agenda whenever they stray from it. Avoid meeting at low-energy times of day such as straight after lunch. The time devoted to each item should be indicative of its priority. Time allocation should err on the generous side. Nobody minds if a meeting ends early, but overrunning is unpopular. Discuss the most important items early in the proceedings when participants are most alert. Any mistake made while presenting a case should be corrected immediately so that other participants can see that you know your subject. If you reject a motion, try to find at least one area of agreement. If an idea is your own, take credit for it.

Problems that arise in small meetings are generally best resolved by using an open and honest approach. The key to controlling a meeting is to anticipate problems before they arise. If you learn to interpret the body language of the participants, you can encourage the right behaviour. Avoid problems, and strive for a positive and successful outcome.

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Participative Meeting

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Think of a meeting recently attended by you. Then respond to the items below using the following scale in the response sheet given at the end of this section. Strongly disagree Disagree Undecided Agree Agree strongly 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

1 2 3 4 5

I got the notification of the meeting and had sufficient time to prepare for it. I understood why this meeting was held and what specific outcomes were expected. I understood expectations from me as a participant and that of others. I could understand the flow of meeting i.e., agenda schedule, design and when it would terminate. Most participants listened carefully to each other. Most participants expressed themselves openly, honestly and directly. Agreements were explicit and clear and conflicts were explored openly and managed constructively. The meeting proceeded as intended. My participation contributed to the outcomes achieved by the meeting. I was overall satisfied and felt that my time was well spent.

Scoring After giving your response in the response sheet do the scoring and assessment. Add your responses to each of the questions and divide the sum by 10. The closer your score was to 5, the more your meeting could be considered very effective. The closer your score was to 1 the more your meeting could be considered very ineffective.

Tips Times have changed. Largely as a result of global competition and other external pressures, organisations in both the public and private sectors have began to experiment with a variety of approaches ranging from simply encouraging managers to listen to employee’s ideas to creating large-scale participation management programmes such as quality circles, self-managed teams to implementing organisation—vide changes to accommodate new work systems,


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policies and procedures. It has been observed that if involved, the employees are more motivated and have a greater sense of organisational commitment. The decision-making process varies with respect to the amount of authority held by the boss and the amount of freedom held by employees. An increase in the authority held by the manager, results in a decrease in the amount of freedom held by employees. Choosing from the range of options available to managers regarding the extent to which employees should be involved in decision requires a careful examination of advantages and disadvantages associated with involving employees in the decision-making process as well as an analysis of the particular situation.

Advantages:

More individuals involved in the decision-making process generally greater the knowledge and expertise brought to bear on the problem. Generate a wider range of values and perspectives, representing the range of issues and concerns at stake in the decision. Greater commitment to implement a decision because of the understanding of reasons behind the decision. Better understanding to identify potential obstacles and ways to avoid them. Enhances the skills and abilities of employees involved and helps them to grow and develop as organisational members.

Disadvantages:

Participative decision-making takes time. If the group does not have the proper expertise it will likely result in a low quality decision. Unstructured meetings will fail to contribute with expertise failing to contribute to the discussion and those with little or no knowledge may over contribute and dominate the discussion. When the group is cohesive, they may also become overly concerned with gaining consensus, the phenomenon of groupthink.

Increase Meeting Effectiveness By

Setting objectives for the meeting. Selecting appropriate participants for the meeting. Selecting an appropriate time and place to meet. Prepare and distribute an agenda in advance.

While Running The Meeting

Start on time Make sure that someone is taking minutes where necessary

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Review the agenda and check whether there are any necessary arrangements Make sure that participants know each other Follow the agenda Minimise the number of interruptions Be aware of everyone’s contributions Conclude the meeting by reviewing or restating any decisions reached and assignments


Effective Teamwork—The Foundation of Successful Management

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Are you an effective team leader?

As a team leader or team member, you will be tested on the quality of your working methods and ability to manage people. Read the statements carefully. Be honest. Write 1 for Never, 2 for Occasionally, 3 for Frequently and 4 for Always in the boxes given in the response sheet at the end of this section. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12.

I encourage team members to set themselves genuinely stretching tasks. I socialise with the team to build team spirit and exchange views informally. I try to show members of my team that I trust them implicitly. I change my leadership style to suit the changing situation. I explain clearly why I have to reject a team member’s idea on solving a problem. I allow the team members to participate in decision-making on matters affecting it. I am vigilant for the underlying causes of any problems that arise within my team. I treat problem solving as an opportunity for lasting improvement. I try to eliminate unnecessary reporting levels from the team hierarchy. I keep a frequent check on team spirit and individual morale levels. I plan team meetings and an action plan well in advance. I pass on all the information I receive to my team, as long as it is not confidential.

Scoring After giving your responses in the response sheet do the scoring. Total your scores and note them in assessment record sheet of this mirror image.


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Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 42–48 : Superb! You are in the zone of excellence, but do not let that lull you into complacency. 31–41 : Some of your leadership qualities are good, but there is still a lot to improve upon. 12–30 : You need to keep pace with change. Update and change your management style.

Tips It’s all about teamwork! While working with teams, whether as leader of a single team or manager of several, it is essential for a manager to:

Remember that each member has something to add to your team. Fix goals that are measurable to keep your team focused. Make use of the great power of friendship to strengthen a team.

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Choose the leader on merit. Always reward merit, but never let errors go unremarked. A degree of independence is essential in successful teamwork. Teams thrive on mutual trust; so this must be established early in the life of a team. Delegation, openness of conduct and communication and a free exchange of ideas promotes mutual trust. React positively to novel and creative ideas. Encourage the free flow of communication between colleagues. Make sure that good news is heard and clearly understood by all the relevant people. If trouble is brewing in any team relationship, deal with it quickly. A ‘blame culture’ must be prevented from developing—otherwise, it will kill team spirit. Avoid using league tables—the team member at the bottom will become resentful.

Tackling the symptom cures the disease. Remember that problems will recur if not tackled at the grassroots level. Problems and their solutions are always isolated. Bear in mind that secondary knock-on effects can be worse than the primary consequences. A true team is a living, constantly changing, dynamic force in which a number of people come together to work.

Getting the Best from People

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Am I a good motivator?

Gauge your ability as a motivational manager by responding to the following statements and mark the options closest to your experience. Be honest. Give the desired option for each statement in the boxes given in the response sheet at the end of this section. Write N for Never O for Occasionally A for Always 1. 2. 3. 4.

I interview people who leave to find out their reasons for going. I give my staff information only when asked for. I try to ensure that my staff does not treat work as a form of enjoyment. I seek consensus and encourage others to do the same.


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5. 6. 7. 8. 9. 10.

I keep a firm control and give people minimum independence. I react to failure—not to apportion blame but to find ways to correct it. In appraisal interviews, I request and receive appraisals for myself. I do not delegate the work to subordinates doubting their efficiency. I keep myself away from settling disputes and personality clashes. I organise work so that one person can own responsibility and complete an entire task. 11. I encourage people to act on their own initiative. 12. I get full and clear feedback from people whose behaviour I have had to criticise.

Scoring After giving your responses in the response sheet do the scoring. Statement No. 1 2 3 4 5 6 7 8 9 10 11 12

Never

Occasionally

Always

1 3 3 1 3 1 1 3 3 1 1 1

2 2 2 2 2 2 2 2 2 2 2 2

3 1 1 3 1 3 3 1 1 3 3 3

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 30–36 : Congrats! You are a motivational marvel! Do not let your high standards slip. 22–29 : You know and practice ‘motivation’. However, you reduce the number of opportunities to motivate your team. Be cautious and give attention to ‘motivation’. 12–21 : You are probably demotivating your people. Some actions work better than others. Practise them often and the pay-off will be immediately obvious.

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Tips The art of motivating people starts with learning how to influence individuals’ behaviour. Once you understand this, you are more likely to gain the results that both the organisations and its members want. Managers must:

Possess abilities appropriate to their assigned job Be motivated to achieve Have a clear understanding of their assigned roles The relationship between these factors can be expressed as: Performance = Ability × Motivation × Role clarity

We often tend to think of motivation in rather limited terms; but actually, motivation plays a role in most enterprises in many ways:

People must be attracted—or motivated—to join an enterprise and remain with it. Once on the job, employees must be induced—or motivated—to exert energy and effort at an acceptable rate. An enterprise’s human resources must be maintained and developed.


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To exploit the full potential of employees, organisations are rapidly moving away from ‘command and control’ and towards ‘advice and consent’ as ways of motivating. This change in attitude began when employers recognised that good work is more effective than threatening punitive measures for bad work. If you do not know what motivates a person just ask what employees want most? Assess your own motivation levels as well as those of your staff. Different people can be motivated in different ways.

As a manager, it is important to remember that you should use your motivational techniques to influence not only subordinates but also your colleagues and managers senior to yourself. Motivate superiors to perceive that what you request suits their own purposes; for instance, improving management information with a new system. Motivate colleagues to feel that by helping and supporting you they are pursuing their own ends; for example, putting together a joint plan for office economies. Motivate subordinates to think that following your wishes will bring them satisfaction; for instance, taking over responsibility for an entire job.

Since the 1940s research into human behaviour has suggested that people are motivated by a number of different needs, at work and in their personal lives. Recognising and satisfying these needs will help you derive the best from your people. Several motivation theories work on the assumption that given the chance and the right stimuli, people work well and positively.

The Maslow Hierarchy

Abraham Maslow believed that satisfying just physiological and safety needs is not enough to motivate a person fully. Once these needs have been appeased, there are others waiting to take their place. The Maslow hierarchy can be applied to every aspect of life, and the more ambitious and satisfied the personality, the greater the potential contribution to the organisation. The Maslow Hierarchy: Self Actualisation: Realising individual potential; winning; achieving Esteem Needs: Being well regarded by other people; appreciation

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Social Needs: Interaction with other people; having friends Safety Needs: A sense of security; absence of fear Physiological Needs: Warmth; shelter; food; sex. Psychologist Frederick Herzberg developed a ‘two-factor’ theory for motivation based on ‘motivators’ and ‘hygiene factors’. Hygiene factors are basic human needs at work—they do not motivate but failure to meet them causes dissatisfaction. These factors can be as seemingly trivial as parking space or as vital as sufficient holiday time, but the most important hygiene factor is finance. The second of Herzberg’s two factors is a set of ‘motivators’ that actually drive people to achieve. These are what a manager should aim to provide in order to maintain a satisfied workforce. The ability to achieve in turn rests on having an enjoyable job and responsibility. The greater that responsibility, the more the individual can derive the satisfaction of advancement. Motivators are built around obtaining growth and ‘selfactualisation’ from tasks.

Hygiene Factors What they mean? Salary and Benefits Working Conditions Company Policy Status Job Security Supervision and Autonomy Office Life Personal Life

: These include basic income, fringe benefits, bonuses, holidays, company car and similar items. : These conditions include working hours, workplace layout, facilities and equipment provided for the job. : The company policy is the rules and regulations—formal and informal—that govern employees and employers. : A person’s status is determined by his rank, authority, and relationship to others, reflecting a level of acceptance. : This is the degree of confidence that the employee has regarding continued employment in an organisation. : This factor concerns the extent of control that an individual has over the content and execution of a job. : This is the level and type of inter-personal relations within the individual’s working environment. : An individual’s personal life is the time spent on family, friends and interests—it is restricted by time spent at work.


MOTIVATORS Achievement

Recognition

Job Interest

Responsibility

Advancement

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WHY THEY WORK Reaching or exceeding task objectives is particularly important because the ‘onwards-and-upwards’ urge to achieve is a basic human drive. It is one of the most powerful motivators and a great source of satisfaction. The acknowledgement of achievements by senior staff members is a great motivator because it helps to enhance selfesteem; for many staff members, recognition may be viewed as a reward in itself. A job that provides positive, satisfying pleasure to individuals and groups will be a greater motivational force than a job that does not sustain interest. As far as possible, responsibilities should be matched to individuals interests. The opportunity to exercise authority and power may demand leadership skills, risk-taking, decision-making and selfdirection, all of which raise self-esteem and are strong motivators. Promotion, progress and rising rewards for achievement are important here. The main motivator, however, is the feeling that advancement is possible. Be honest about promotion prospects and the likely time-scale involved.

Over the years, several studies have attempted to determine what people want from their work. In one such study conducted by Kenneth A. Kovach, ‘Why Motivational Theories do not work?’, a list of 10 work-related items was given to 200 employees and their immediate superiors. The employees were asked to rank the items in order of importance to them. The superiors were asked to rank the items as they thought their employees would. The items were to ranked in descending order of importance to the employees. The superiors thought their employees would answer: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Good wages Job security Promotions and growth in the company Good working conditions Interesting work Tactful discipline Personal loyalty to employees Full appreciation of work done Sympathetic help with personal problem Feeling of being in on things

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This is how the employees actually answered: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Interesting work Full appreciation of work done Feeling of being in on things Job security Good wages Promotions and growth in the company Good working conditions Personal loyalty to employees Sympathetic help with personal problems Tactful discipline

Surprised? Usually we rank ‘good wages’ either first or second or realise intuitively that to many employees money is not the primary concern important though it may be. Have you fallen into a trap of assuming that employees respond most favourably to material rewards, or do you correctly predict their distinct preference for intangibles? In this era of increasing competitive business, are you seeking to achieve good results? For your success, you need a highly motivated workforce. Use these tips to motivate your team.

Achievement, recognition, job interest, responsibility, advancement are high motivators. Different people are motivated in different ways. Look for positive responses to any criticisms; they are good signs of motivation in staff. Always react well to requests and new assignments. Work to ‘achieve’ not ‘to rule’. Periodically, measure employee’s morale by opinion polls or interviews. Never make promises that you are either unable or do not intend to keep. Never ask others to do anything that you would not do yourself. Show respect to staff and they will show it to you. Encourage staff to participate in decisions. Keep staff informed whenever possible; uncertainties are very demotivating. Encourage disagreement, it often paves the way to consensus. Praise a work well done, even if some targets are missed. Stretch people with goals that push them to perform better. Do not put a ceiling on incentive. Cure any bad system as a first step to conquering poor morale. Bad news always travels fast; so deliver it as quickly as possible.


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Poor workmen are capable of remarkable achievement if they are provided with the right environment and given the right motivational leadership.

What Makes Workplace Teams Effective?

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Are you a good team facilitator?

It is better to use the term team facilitator rather than team manager or team leader. One should possess team facilitation skills, which are important to team success. Read the following statements and respond on a 5-point scale how skilled you are on given parameters. 5 stands for excellent and 1 for poor.

How skilled you are in 1. 2. 3. 4. 5. 6. 7. 8.

Managing meetings Helping teams agree on clear goals, roles and procedures Ensuring that all team members contribute Discouraging disruptive behaviour Managing conflict Guiding teams in decision-making processes Communicating clearly with all team members Observing and accurately interpreting group dynamics

Scoring After giving your responses in the response sheet do the scoring. Total your scores and note them in assessment record sheet of this mirror image. 36–40 31–35 26–30

: : :

Below 25 :

Expert facilitator Good Satisfactory—check whether gains on one front are not offsetting loss in other. You need to follow the focus on all factors collectively to guarantee success. You can do it!

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Tips Teams are becoming the structural format of choice. Today’s employees generally have better technical skills than team skills. Cross-functional teams are particularly promising because they enable greater strategic speed. Wide spread use of team formats—including Quality circles, self-managed teams, and cross functional teams—necessitates greater knowledge of team effectiveness. Three sets of factors—relating to people, organisation and task—combine to determine the effectiveness of a work team.

Considered separately, these factors involve rather routine aspects of good management, but the collective picture reveals each factor to be part of a complex and interdependent whole. Managers cannot maximise just a few of them, ignore the rest, and hope to have an effective team. Gains on one front will inevitably be offset by losses in another the pursuit of team effectiveness and team work is an endless battle with no guarantee of success.


Can You Handle People?

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How good am I in handling people?

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Read the statements given below and respond to them by giving 1 – Always 2 – Sometimes 3 – Occasionally 4 – Never 1. I make sure that I tell the person the mistake he has committed in presence of at least someone. 2. If someone has gone wrong I scold him. 3. If some action has gone wrong on account of me I blame myself. 4. Something significant has been achieved it is basically because of my leadership. 5. When a task is accomplished I compliment every body involved. 6. When I find occasionally someone does a good piece of work I make it a point to praise him for it in front of other people. 7. If I have a brilliant idea I involve people to accept it as its owes. 8. If things have gone wrong I try to figure out to understand them. 9. In situations not so constructive I show sympathy, tolerance and kindness.

Scoring After giving your responses in the response sheet do the scoring. Add your score by adding marks assigned to each statement and record them in the record sheet.

Your Analysis 9–15 : Congrats! You know how to handle people. 16–22 : Average. If you try a little more consciously success will be with you. 21 and below : There is a need to look into how you handle people. Adopt these 3 principles in life.

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The big secret of dealing with people Don’t criticise, condemn or complain Give honest and sincere appreciation Arouse in the other people an eager want.

Tips Its all about handling people. One may be a technical expert or a highly qualified person, but things do not happen in isolation. Its dealing with people, managing people, getting work done from people. It’s rightly said, “If you want to gather honey, don’t kick over the beehive.” While dealing with people remember criticism is futile because it puts a person on the defensive and usually makes him strive to justify himself. Criticism is dangerous, because it wounds a person’s precious pride, hurts his sense of importance and arouses resentment. Instead of condemning people one should try to understand them. That’s a lot more profitable and intriguing than criticism, and it breeds sympathy, tolerance and kindness. Remember! Everyone likes a compliment. The deepest principle in human native is the craving to be appreciated. If there is any one secret of success, it lies in the ability to get the other person’s point of view and see things from that person’s angle as well as from your own. Give honest, sincere appreciation. Be hearty in your approbation and lavish in your praise and people will cherish your words and treasure them and repeat them over a lifetime— repeat them years after you have forgotten them. Self-expression is the dominant necessity of human nature. When we have a brilliant idea instead of making others think it ours why not let them cook and stir the idea themselves. They will regard it as their own. Remember first arouse in the other person an eager want, a desire. One who can do this has the whole world with him. One who cannot walks a lonely way.

Can You Make People Gladly Do What You Want?

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At your workplace how do you make people work. Read the following statements and respond by ticking (4). Be Honest. 1. for Never 2. for Rarely 3. for Sometimes


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4. for Mostly 5. for Always 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

I am focused on the benefit I am going to get while asking my people to work. I understand the desire of other persons. I believe promises are to be made not to be kept. I believe in making people work as told. I put myself in other person’s shoes while analysing what does he want. I make people feel that they are too important for the job. I begin with praise and honest appreciation. I encourage by making the fault seem easy to correct. I give the other person a fine reputation to live up to. I praise the slightest improvement and praise every improvement.

Scoring Assign points as responses ticked for statements 2, 5, 6, 7, 8, 9 and 10. For statements 1, 3 and 4 assign 5 to Never, 4 to Rarely, 3 to Sometimes, 2 to Mostly and 1 to Always. Total your scores and record them in the record sheet.

Your Assessment 50–41

:

40–31

:

Below 30 :

Superb. You are an effective leader. You know how to make people glad to do what you want. Praise and be honest in appreciation. There is more to be achieved to be effective. You need to be cautious of the fact that leader’s job includes changing your people’s attitudes and behaviour. The best way is to know what they want and make them feel happy by making them do what they want.

Tips It is typical of human nature that we want the work to be done our way. No one wants to do the work suggested by others. But imagine if you can maintain human relations by making the other person happy about doing the things you suggest. One has to have certain guidelines in mind when it is necessary to change attitudes or behaviour. To gain confidence of others and make them feel glad doing what you want them to do one should remember

Not to promise anything that you cannot deliver. Concentrate on the benefits of the other person and forget about the benefits of yourself.

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Analyse and know exactly what do you want the other person to do. Empathise. Find out what is it that the other person really wants. Consider the benefits that other person will receive from doing what you suggest. While making a request put it in a form that will convey to the other person the idea that he personally will benefit. Try to match the benefits to what the other person wants.

Will the person be happy about doing what you suggest? Probably not very happy, but happier than if had not pointed out the benefits. It is naive to believe that you will always get a favourable reaction from other persons when you use these approaches, but the experience of most people shows that you are likely to change attitudes of people by using these tips and if you increase your success even by 10 per cent you have become 10 per cent more effective than you were before—Is that not your benefit!!

Dealing with Demotivated People

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Do I prevent demotivation?

Gauge your ability to handle demotivated employees. Respond to the following statements and mark the options closest to your experience. Be honest. Give your responses in the boxes given in the response sheet at the end of this section. Assign A for Always F for Frequently O for Occasionally N for Never 1. 2. 3. 4. 5. 6. 7. 8.

I assign responsibility but keep the authority to myself. If the subordinate does not perform well, I publicly declare the poor performance. I show no sympathy, however much I feel problems are self inflicted. I make my criticism constructive—I want the person to succeed. I seek to blame individuals for errors. I allow staff members to harbour unfounded fears. I hesitate to discuss difficult personal cases with both colleagues and supervisors. I do not wait for annual appraisals to talk about staff performance.


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9. I do not believe that different things motivate different people. 10. I feel there is no need to check whether rewarding non-performance has led to the demotivation of the performer.

Scoring After giving the responses in the response sheet do the scoring. Statement Nos. 1, 2, 3, 5, 6, 7, 9 and 10 — 4 points for N (Never) 3 points for O (Occasionally) 2 points for F (Frequently) 1 point for A (Always) Statement Nos. 4 and 8 — 1 point for N (Never) 2 points for O (Occasionally) 3 points for F (Frequently) 4 points for A (Always) Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 32–40 : 22–31 : Below 22 :

Superb! You know how to prevent demotivation. Average! Introspect; a little effort may yield wonderful results. Alarming! Analyse yourself. Remember for your success your staff should succeed.

Tips Clarence Francis, Chairman of General Foods, said, ‘You can buy a man’s time. You can buy a man’s physical presence at a given place; you can even buy a measured number of skilled muscular motions per hour a day. You cannot buy enthusiasm, you cannot buy initiative, you cannot buy loyalty, you cannot buy devotion of hearts, minds and souls; you have to earn these things.’ The course of people management seldom runs smooth and emotions often run high on both sides of the process. The most valuable technique you can use to prevent demotivation is a sympathetic and understanding human response.

Talk about work-related problems to prevent them from becoming more intense. Try to establish whether the employees feel they are being utilised fully as part of a team.

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Arrange an interview with the person involved; eliminate any fears by striking a positive note. Allow people to talk about what demotivates them and listen carefully. Try to establish reasons for their dissatisfaction as fully as possible. Do make your criticism constructive—you want the person to succeed. Do not confuse the role of manager and counsellor. Do not allow staff members to harbour unfounded fears. Assess the reasons for demotivation before considering any action. The counsellor should be an impartial and sympathetic listener. Consider all the options before losing valued team members.

People cannot be pulled from in front, or pushed from the back; they must be driven from within. People are the prime movers. With the right motivation, they can move mountains and make even a tough job look like a walk in the park.


Envious of Co-Workers

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How sensitive are you when comparing yourself with others?

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Read the following statements carefully and answer each statement given below in a way that best reflects your personal feelings. Give your response in the boxes given in the response sheet at the end of this section. Give 5 to the response Strongly Agree 4 Agree 3 Neither Agree nor Disagree 2 Disagree 1 Strongly Disagree 1. 2. 3. 4. 5. 6. 7. 8. 9.

I am vigilant about how I am treated in comparison to how others are treated. I believe everyone should be treated fairly. If I am treated unfairly, I show my anger. If I see someone is not being treated fairly, it makes me uncomfortable. I am least bothered if someone gets a better deal than me. I feel it is impossible that everyone will get a fair treatment all the time. If I find I am being treated unfairly, I will quit my job. As a manager, I make sure that all of my employees are treated fairly. At times, small inequalities are fair but things should even out in the long run.

Scoring After giving the responses in the response sheet do the scoring. Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 33 and above : You are highly sensitive to comparison and fairness. 21–32 : Good! You possess skill to analyse the potential in you but needs to be sharpened. 14–20 : Moderate sensitivity to comparisons. Below 14 : You have very little sensitivity to comparison and fairness.

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Tips ‘One of my co-worker’s got a much better raise. I’m feeling quite envious.’ It is human nature to compare ourselves with others. We often look at what we possess, how much we make in the light of the possessions or income of others. Often we tend to select an inappropriate person to compare ourselves with and the results are discouraging. There might be situations where the distinction rises on the outcome of the results. One perceives the effort a person puts into a job and what he or she receives in return especially as compared to other persons in similar positions. There may be various reasons, but to maintain the equilibrium:

Instead of feeling sad, you should make a list of all the things you have and he doesn’t. Try to introspect whether the comparison is based on subjective perception or objective reality. Increase or decrease your input depending on whether the perceived difference is advantageous or disadvantageous.


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Try to rationalise various aspects of the job. Decide whether the person you have chosen, as a basis for comparison, is not really an accurate counterpart and then select another who will yield a more favourable comparison of inputs to outcomes.

Little is known about how people decide on whom to compare themselves with. The person with whom an individual compares himself or herself may change with circumstances. The comparison may be the consequence as well as the case for an individual’s dissatisfaction. Actions intended to reduce perceived differences can take one or more forms. Understanding and possibly influencing the alternatives available is an important part of a manager’s job. Ideally, if such choices have to be made, they can be developed to benefit an enterprise and its employees.

Work Groups Increase Productivity

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Can you diagnose the cohesiveness of your work group?

As a manager, you probably are a member of many different groups. You must have some feel for how tightly knit each of those work groups is. Read each statement carefully and respond on the basis of the scale given below to each statement. Assign the number that is closest to your response in the box given in the response sheet at the end of this section. 1. The members in my group are friendly towards each other. All of them (5) Most of them (4) Some of them (3) A few of them (2) None of them (1) 2. The members in my group have trust among themselves. None of them (1) A few of them (2) Some of them (3) Most of them (4) All of them (5) 3. The members of the group are loyal and have a sense of belonging. None of them (1) Very little (2)

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Average (3) Above average (4) Strong sense of belonging (5) 4. I feel I am a valuable part of the group. Always (5) Most of the time (4) At times (3) Rarely (2) Never (1) 5. When I have a chance to work with a different group of people doing the same task, I would Very much like to move (1) Move than stay where I am (2) Be indifferent (3) Prefer to stay than move (4) Very much stay where I am (5)

Scoring After giving your responses in the response sheet do the scoring. Add the numbers you choose for all five statements. That is your total score. Divide the total by 5. Total from all the five statements =

/5 =

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. The highest possible score is 5. The higher the score the higher the group cohesiveness score of your group. One must try to score 4 and above to better achieve results.

Tips Large companies around the world are restructuring their organisations around teams to increase productivity, innovation and improved customer service. It’s all about bonding and mutual trust; the positive energy that flows from it can be seen in as diverse groups as the Zebra teams that re-energised the black and white photo-processing unit at Eastman Kodak, a cricket team, an engineering workgroup, a software project team, or a group of nurses working the night shift at a local hospital. Work groups consist of people who are trying to make a living for themselves and their families. The work group often is the primary source of social identity for employees and the nature of the group can affect their


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performance at work as well as their relationships outside the organisation. The four basic group performance factors are:

Competition Size Norms Cohesiveness

Managing groups in organisations is difficult.

Group develops into a productive unit by nurturing its activities Encourage open communication and trust among the people Stimulate discussions on important issues Provide task related information at appropriate times Analyse external factors such as competition and external threats and opportunities

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The mechanisms to encourage groups to focus are:

Keeping managers to view their goals as part of a superordinate goal i.e., an organisational goal that is more important to the well-being of the organisations and its members than the more specific goals of interacting parties. Linking role for a person or group that serves to coordinate the activities of two or more organisational groups.

Always remember that the achievement of goals often increases the cohesiveness of a group because people are proud to be identified with a winner and to be thought of as a competent and successful team. ‘Success breeds success.’

Win People During Appraisals

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How successful are you at appraisal interviews?

Read the following statements and select the answer that best describes your relationship with your subordinates. Remember to respond as you have behaved or would behave, not as you think you should behave. Be honest. Give your responses in the boxes given in the response sheet at the end of this section. Write U for Usually S for Sometimes R for Rarely 1. 2. 3. 4. 5. 6.

I try to put the employee at ease. I make sure I fully understand the employee’s job duties and responsibilities. I encourage the employee to engage in self-evaluation. I do most of the talking. I try to avoid criticism. I focus discussion on the employee’s behaviour rather than on his or her personal characteristics. 7. I use specific examples to support my judgement. 8. I try to get the appraisal over as quickly as possible.


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Scoring After giving the responses in the response sheet do the scoring. Statement Nos. 1, 2, 3, 6 and 7 — 3 points for U (Usually) 2 points for S (Sometimes) 1 point for R (Rarely) Statement Nos. 4, 5 and 8 — 3 points for R (Rarely) 2 points for S (Sometimes) 1 point for U (Usually) Total your scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 21 and above : Excellent performance appraisal skills. 16 to 20 : Average. Below 16 : There is need for considerable improvement.

Tips ‘Managerial appraisal has sometimes been referred to as the Achilles heel of management staffing. But it is probably a major key to managing itself.’ —Harold Koontz and Heinz Weihrich What ever be the appraisal method, whether quarterly or annually, it should be followed by a performance appraisal interview. As one observer notes, appraisal interviews are the equivalent of walking up to a person and saying, ‘here’s what I think of you, baby’. This requires knowing how to handle fear and anger and many other emotions with which most managers are not comfortable.

Do not be reluctant to criticise an employee’s work. Critique the behaviour and not the employee. Establish standards in case the subordinate does not know what is expected. Ensure feedback is credible, embellished by concrete examples of good or bad performance. Focus on job-related problems.

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Involve the employees in setting realistic performance goals. Provide information in a non-threatening manner. Check whether the subordinate is aware of how to do and what is expected. Choose the aspects that are most important and limit yourself to those. Put the employee at ease. Encourage the employee to engage in self-evaluation. Soften the tone when criticising, but not the message. Give positive as well as negative feedback.

The potential for a good appraisal interview lies with the manager who conducts the interview. It is essential that people who appraise staff should be highly competent and skilful in the emotive inter-personal area.


Conflict with the Boss

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How successful are you in handling conflict with the boss?

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Bosses have authority, of course, and their wishes and interests may not coincide with yours. Remember all good managers are students of behaviour and may well be impressed by your composure, control and respectful assertiveness. Read the following statements and write Yes or No as per your experience. Be honest. Give your responses in the boxes given in the response sheet at the end of this section. 1. When dealing with difficult or resistant bosses, I make the most of the contact I have with them. 2. I try to get some idea of the boss’s expectation while he is communicating. 3. While interacting, I try to check what he wants to say and try to reflect the content and feeling. 4. I am open to what others have to say. 5. I am aware of the factors influencing the situation. 6. I avoid being hooked by the proactive, disruptive, manipulative, non-assertive signals sent by others. 7. I try not to exaggerate or dramatise but communicate clearly what I feel without blaming others. 8. I feel I am responsible for my own behaviour but also try to judge what suits the situation and person I am addressing. 9. I am straightforward but never forget whom I am talking to and command my body language and tone. 10. I show interest in the person and believe that people who have authority have a great need for basic human interaction.

Scoring After giving the responses in the response sheet do the scoring. Statements 1 to 3 : Test your active listening skills. 4 to 7 : Your assertive behaviour. and 8 to 10 : Test your ability to ‘influence up.’

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Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. The higher the score, the better it is for each category. The mantra for success today is the ability to get along well with people. The one who does succeeds! None of us are perfect. Develop the skills to get the best out of the ‘most unreasonable boss.’

Tips The boss is always right? Is he? Well . . . he might be right, but at times he might be unreasonable as well. The word ‘boss’ is one which often evokes a stereotypical image, which is usually male, powerful, more wealthy than the ordinary worker and likes ‘bossing’ people around. If these are your apprehensions, can you really achieve anything with an unreasonable boss? If this is the case:

Be realistic Be yourself Get to know and understand your boss so that you are interacting with the real person, and not through your fears and stereotypes.


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Three Ways to Get the Best from Your Boss 1. Active Listening—Make positive use of the contact you have with her or him; find out what your boss wants and what expectations she or he has from you; seek to explore and understand his or her behaviour. 2. Assertive Behaviour—This is for positive conflict management. Know your strengths and limitations, choose how to manage your feelings and those of others and avoid being hooked by other’s non-assertive behaviour. Do not off-load responsibility; be clear about what you want to change; be specific, choose the language which will not make the situation worse. 3. Influencing up—Three reminders before you try to get something from your boss:

Separate the person from the issues Acknowledge the limitations of the manager’s role Focus on what you believe you can change

Remember ‘Hellos’, ‘Goodbyes’ and ‘Thank yous’ are clear, often powerful ways of communicating respect, openness and a willingness to be positive. Greetings, the expression of gratitude and farewells are not uniform across cultures, but being simple, genuine and warm is universal. People often forget these basic civilities with relation to their superiors.

How Do You Give the Feedback?

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The formal performance appraisal and feedback are part of assuring proper performance in an organisation. The following assessment is designed to help you understand how to detect poor performance and overcome it. Please respond to the following statements on a six point rating scale. Your answers should reflect your attitudes and behaviours as they are NOW. Be honest. Strongly agree – 6 Agree – 5 Slightly agree – 4 Slightly disagree – 3 Disagree – 2 Strongly disagree – 1

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When another person needs to be motivated: 1. I first look into the performance problem whether it is caused by lack of motivation or ability. 2. I always establish a clear standard of expected performance. 3. Realising the need I offer training and information than offering to do the task myself. 4. I provide honest and straightforward feedback and assess advancement opportunities. 5. I reinforce exceptional performance in a variety of ways. 6. When discipline is required I identify the problem, described its consequences and explain how it should be corrected. 7. I make the task assignments interesting and challenging. 8. I strive to make those awards available which are valued by person. 9. I ensure the person is treated fairly and equitably. 10. I ensure timely feedback. 11. I carefully diagnose the causes of poor performance before taking any remedial or disciplinary actions. 12. I help person establish challenging specific and time bound performance goals. 13. I reassign or release a poorly performing individual only as a last resort. 14. I ensure that the valued rewards are linked to high performance. 15. I consistently discipline when effort is below expectations and capabilities. 16. I rotate assignments to enable the person to use variety of skills. 17. I try to arrange for the person to work with others in a team for mutual support of all. 18. I ensure the person is using realistic standards for measuring fairness. 19. I immediately compliment for meaningful accomplishments. 20. I always determine if the person has necessary resources and support to succeed in the task.


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Scoring Skill Areas

Item

Diagnosing performance problems Establishing expectations and setting goals Facilitating performance Linking performance to rewards and discipline

Using salient internal and external incentives

Distributing rewards equitably Providing timely and straightforward performance feedback

Rating

1 11 2 12 3 13 20 5 14 6 15 7 16 8 17 9 18 4 10 19

Total score

Interpretation 101 and above 94 to 100 85 to 93 84 or below

: : : :

Excellent! Keep it up. Good, you can excel. Average, you need to develop the skill further. Below average, there is a serious need to look into the skill areas and enhance your skills.

The higher your score, the better you are at identifying performance problems and the more skillful you are at taking steps to correct them.

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Would You Like to Win an Argument?

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How do I handle an argument?

Read the following statements carefully and state your reaction in an argument situation. Be honest. Give ‘Yes’ or ‘No’ response to each statement in the response sheet. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

If I do not agree I make the person correct it immediately. I usually keep calm and watch out for the first reaction. I thrash the person if I do not like the idea. I believe in giving chance to my opponent to talk. I try to look into points where there may be agreements. If there are errors I do apologise for my mistakes. I believe in deciding there and than. I acknowledge and thank sincerely for interest taken. I do not believe in going into details if I do not like the idea at the spur. I believe avoiding the argument is the best way to handle a situation.

Scoring Statement Nos. 2, 4, 5, 6, 8, 10 — Statement Nos. 1, 3, 7 and 9 — and total your scores in the record sheet.

10 points to ‘Yes’ Response 10 points to ‘No’ Response


: :

Below 50 :

You can win an argument. Do not think of win-lose situation. Try to change yourself to a winwin situation. Well! You need to change to win or else you cannot win an argument.

Tips If you argue and rankle and contradict you may achieve a victory sometimes; but it will be an empty victory, because you will never get your opponents good will. — Ben Franklin


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While talking you may be dead right, as you speed along in your argument; but as far as changing another’s mind is concerned, you will probably be just as futile as if you were wrong. Its by love you can end the hatred but never by hatred. A misunderstanding can be ended not by an argument but by tact, diplomacy, conciliation and sympathetic desire to see the other person’s viewpoint. In business situation or otherwise also disagreements become arguments, one should: z z z z z z z z z

Welcome the disagreement Not get carried away with your first instinctive impression Control one’s temper Listen first Look for areas of agreement Be honest Think over and carefully study the ideas of opponent Give time to think over the problem Show interest in the idea presented

It is said that when one yells, the other should listen—because when two people yell, there is no communication, just noise and bad vibrations. One must always remember, the only way to get the best of an argument is to avoid it.

What’s Your Style?

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We all encounter numerous situations at our work place. Given below are few situations. Rank your response to each situation, giving three(3) points for your top choice, two (2) for your second preference and one(1) for your least desired choice in each scenario. 1. When two employees in your department do not get along. One of them has asked me to intervene. (a) I say, ‘Why should I get involved? You work it out, or come to me together.’ (b) I say, ‘I’ll talk to the other party,’ thinking you’ll get to the bottom of this before it gets out of hand. (c) I say, ‘Can you give me some background? Maybe we can work this out together.’ 2. During a staff meeting, one employee charges that my leadership efforts are a joke, that nothing gets done. After the meeting, (a) I say, ‘Let’s find out if everyone feels that way.’ (b) I say, ‘Let me state the goals of this project again.’ (c) I say, ‘I am really concerned about your response; what do you mean?’

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3. During a private conversation with another supervisor, I find out that his job may be eliminated. (a) I say, ‘Let’s explore the options available, O.K.?’ (b) I say, Nothing, but probe to find out more information. (c) I say, ‘Do you want to talk about it?’ 4. There is directive to make some personnel cuts in my department. A meeting has been planned to announce the cuts, but another manager has cold feet and may not show up for the meeting. (a) I say, ‘I understand your concern about giving bad news, but we’re expected in this meeting. Let’s look at some ways we can do this together.’ (b) I say, ‘You have got to be there. Think of the long-terms reactions if you are not.’ (c) I say, ‘What do you think we can do so it’s easier on both of us?’ 5. When assigning work responsibilities and identify a major conflict in the work priorities of an employee of my team. (a) I say, ‘I really respect your thoughts and feelings on this. Let’s talk about priorities.’ (b) ‘I have got the jobs pretty well assigned and can’t switch now. You have got to change what you are doing.’ (c) ‘There’s a logical way to meet both our goals. Let’s see if we can find mutual priorities.’ 6. I when called by my boss and asked to give my opinion on an employee who is not in my department. (a) I say, ‘Can we talk about the goals and objectives before I give any opinions?’ (b) I say, ‘You are talking to the wrong person.’ (c) ‘I am really glad you are checking out our employees, let me tell you what I think.’ 7. A major deadline is about to expire on one of my best accounts. I need every resource to meet the deadline, but one employee is very upset over family problems. (a) I say, ‘Let’s work together; this project must get out the door.’ (b) I say, ‘The show must go on: you’ll have to leave personal business at home.’ (c) I say, ‘I’ll call the client and see if I can get an extension for your part of the project.’ 8. Every person in your unit has complained about the work of one person. In a team meeting, I have asked for feedback that would help the team, but no one speaks up. (a) I say, ‘We must get past the problems, so I’ll start, but I expect the rest of you to join in.’ (b) I say, ‘This is bull. I know there are problems. Who’s going to speak up?’


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(c) I say, light-heartedly, ‘I guess there are no problems. I will move on if no one says anything.’ 9. Over the past few weeks, it seems that employees have consistently ganged up on one worker. Every staff meeting is attack time. (a) I say, ‘I think you need to develop a strategy for getting through those attacks.’ (b) I say, ‘Why don’t you speak up? What do you need right now?’ (c) I say, ‘You don’t have to be the target, unless you want to. You must really feel under attack. Let’s find some way to stop the attack.’ 10. Projects are way behind and during a problem-solving session, one member begins to cry. (a) I say, Let’s take a break, ‘thinking you can work with the person and allow time to recover.’ (b) I say, ‘I understand why you are upset.’ (c) I say, ‘Let’s look at this together and see how to get out of this mess.’

Scoring Add up the columns and record your total scores in the record sheet. Total of your responses to 1(a), 2(c), 3(a), 4(c), 5(a), 6(c), 7(a), 8(c), 9(a),10(c) is your score as a COACH. Total of your responses to 1(c), 2(b), 3(b), 4(a), 5(c), 6(a), 7(b), 8(b), 9(b), 10(b) is your score as a MENTOR. Total of your responses to 1(b), 2(a), 3(c), 4(b), 5(b), 6(b), 7(c), 8(a), 9(c), 10(a) is your score as a COUNSELLOR.

Your Assessment Your highest score will tell you what your primary strength is likely to be. You should also look at your lowest score—that’s where you are probably weak.

Tips Coaching Across the nation, managers are finding out that management skills must change. To get the most from the workforce and compete successfully in international markets, today’s manager must be more than a boss—he or she must be a coach, a mentor and a counsellor. As a manager, isn’t your role much like that of a coach? Your team members all have different talents and skill levels—they’re all human with strengths, shortcomings and personal lines that sometimes affect their ability to perform at work. No matter how difficult it may be at times you are responsible for ‘winning’ with that special mix of people…for keeping your people inspired, motivated and working together towards team goals.

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As a manager and coach, you should remember three critical facts: 1. Management means getting things done through others. 2. You need your people more than they need you. 3. You get paid for what your people do…not for what you do.

Ten values of a successful staff coach: 1. Clarity—A strong sense of direction and purpose. 2. Supportiveness—A commitment to stand with and behind team members. 3. Confidence building—A personal commitment to build and sustain the self-image of each team member. 4. Mutuality—A true partnership orientation. 5. Perspective—An unflappable focus on the entire business perspective. 6. Risk—The encouragement of effort that reduces punishment for mistakes and encourages learning in all things. 7. Patience—A view of time and performance that equitably balances learning and business demands. 8. Involvement—A genuine commitment to allow team members to control their work. 9. Confidentiality—An ability to protect the information of all team business. 10. Respect—A commitment to value and see the treasure within your people. The greatest coaches are that who know how to motivate others to succeed, stay focused, believe in themselves and overcome disappointments. Coaches inspire others to aim higher, work harder… and enjoy doing it.

Mentoring The mentoring role is reserved for managing a person whose performance is standard or average. The catchwords for coaching are ‘inspire’ and ‘motivate’ while the catchword for mentoring is ‘instruct’. That’s’ the only way average performers can grow and begin experiencing improved performance. In a mentoring role you ‘come alongside’ the people on your team. You work with them side by side, giving instruction—and not just verbal instruction. It’s ‘hands-on’ instruction. It’s doing the task together. You lead by example. This process with productive purpose is built on three components

Mutual trust and commitment Patient leadership Emotional maturity


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The Way People Think The learning process depends on how people accept or receive knowledge. There are six basic ways people think on this basis you can best motivate them to learn.

Authority driven Deductive Sensory Emotional Intuitive Scientific

The three key phases of successful mentoring.

Phase I – Observe

Why is this job important? What are the key components of this job? What are the cautions? What timing issues are important? What’s in this for me?

Phase II – Participate

How can the task be shared? Does the menotree understand? Is there time to learn?

Phase III – Conduct

How can the student demonstrate competency? What level of competency will be adequate? How much inaccuracy will be allowed? When will unsupervised work be allowed? Thus In PHASE I the learner watches. PHASE II you do the job together. And in PHASE III you watch the learner do the job. Its ‘10-60-90’ Principle in action.

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If you do your job as mentor well your people will begin to show:

Awareness of organisational policies and culture Appreciation of networking ‘Proactive’ approaches to their status Movement toward ‘expert’ status Attitude of ‘Advocacy’

Counselling Counselling means confronting and correcting people whose performance is below standard. In your role as a counsellor, you will have to confront inappropriate behaviour. If you hate confrontation (and many of us do) you may have trouble with this role. If you aren’t an assertive person, you will struggle at first. But you must struggle...and you can win!

Confrontation that works is z z z z z z z

Team oriented Positive Behaviour-focused Opportunity-focused Specific Cooperative Encouraging

Ways To Eliminate Unsatisfactory Behaviour z z z z z z z z

The actual facts of the situation and not emotional recollection of the effects of the behaviour. Reveal specific behaviour you want to change and address. Create dialogue through open-ended questions. Establish a need for change by showing how the specific behaviour affects the individual, group and the organisation. Assign responsibility for the problem and include yourself. Help to achieve change with a time commitment. Decide the minimum acceptable standards. Rewards are important aspects of performance management. Decide positive consequences for positive effort.


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Essentials of Face-To-Face Counselling z z z z z z z z z z z z z z z z

Maintain privacy Avoid referring to third parties Minimise interruptions Avoid distractions Plan ahead and finish on time Control your emotions in advance Establish the facts Assess probable impact Seek behaviour-related change Determine minimum performance standards Recognise the results of counselling that work Shared ownership of goals New errors don’t become old errors Employees become teammates Strong goal orientation Confrontations are fewer…and increasingly positive

The counsellor’s task is to mould and shape. That process means helping people stretch…helping people develop flexibility…helping people allow themselves and their futures to be creatively shaped permanently.

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Response Sheet—Where Am I? Section C—Group Dynamics Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Assess your interviewing skills

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Mirror Image – 2 Are you an effective interviewer? Date Scores Assessment:

Mirror Image – 3 Meeting skills Date Scores Assessment:


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Response Sheet—Have I Improved? Section C—Group Dynamics Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Assess your interviewing skills

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Now compare yourself with the earlier record and analyse. ‘Have you improved?’

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Response Sheet—Have I Changed? Section C—Group Dynamics Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Assess your interviewing skills

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Now compare yourself with the earlier record and analyse. ‘Have you changed?’

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Are you an effective team leader? Date Scores Assessment:

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Mirror Image – 6 Am I a good motivator? Date Scores Assessment:

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Mirror Image – 7 Are you a good team facilitator? Date Scores Assessment:

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Mirror Image – 8 How good am I in handling people? Date Scores Assessment:

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Are you an effective team leader? Date Scores Assessment:

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Are you an effective team leader? Date Scores Assessment:

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Now compare yourself with the earlier record and analyse. ‘Have you Changed?’

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Date Scores Assessment:

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Mirror Image – 10 Do I prevent demotivation? Date Scores Assessment:

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Mirror Image – 11 How sensitive are you when comparing yourself to others? Date Scores Assessment:

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Mirror Image – 12 Can you diagnose the cohesiveness of your work group? Date Scores Assessment:

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Date Scores Assessment:

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Can you make people gladly do what you want? Date Scores Assessment:

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Response Sheet—Where Am I? Section C—Group Dynamics Skills? Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 13

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 13 How successful are you at appraisal interviews?

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Mirror Image – 14 How successful are you in handling conflict with the boss? Date Scores Assessment:

Mirror Image – 15 How do you give the feedback? Date Scores Assessment:

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Response Sheet—Have I Improved? Section C—Group Dynamics Skills? Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 13

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 13 How successful are you at appraisal interviews?

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Response Sheet—Have I Changed? Section C—Group Dynamics Skills? Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 13

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 13 How successful are you at appraisal interviews?

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Response Sheet—Where Am I? Section C—Group Dynamics Skills? Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 16

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 16 How do I handle an argument?

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Response Sheet—Have I Improved? Section C—Group Dynamics Skills? Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 16

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 16 How do I handle an argument?

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Response Sheet—Have I Changed? Section C—Group Dynamics Skills? Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 16

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 16 How do I handle an argument?

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References Maslow, Abraham H., ‘A Theory of Human Motivation’, Psychological Review, 50, July 1943. Herzberg, Frederick, Work and Nature of Man, Cleveland: World, 1966. Kovach, Kenneth A., ‘Why Motivational Theories Don’t Work’, S.A M. Advanced Management Journal, 45 (Spring 1980), pp. 54–59. Koontz, Harold D., ‘When Money and Rank are not Enough’, Business Week, 20 February 1984, p. 72.

SECTION D Environment Management Skills

Be Successful in the Global World

Impression Management—Organisational Politics

How Things Go Wrong and How to Put Them Right?

Are You a Crisis Manager?

How Well Can You Manage Your Boss?

Section D Environment Management Skills Managers play power games; it’s all about being able to influence people and the unspoken ambition of occupying the seats of power within the organisation. The display of managerial abilities, the exercise of communication skills and the management of group dynamics can never take place in isolation. Environment also plays a vital role. Power and politics— that heady cocktail distilled from ambition and talent—always go hand in hand. The trick is to know how to develop power. Genuine power can only be grown; it will slip from every arbitrary hand. Influence peddling is a double-edged sword—used in a disciplined and a focused manner, it will work wonders for the organisation. But if it is used solely to further one’s own ambition, then it will alienate people and wreck the ever-fragile team spirit within the organisation. Power must be wielded to create a greater sense of responsibility and foster greater team spirit. Effective management is the process of harmonising individual endeavour and ambition to the common good. Some individuals genuinely believe that using political means to achieve their own goals will benefit their organisations as well as themselves. Some try to rationalise this belief; others will unashamedly pursue their own interests. The political approach to management is inevitable and, in some cases, even desirable within an organisation where there is no clarity of goals, or where the decision-making process is not clear-cut and the authority to make decisions is not evenly or appropriately distributed. It is important to understand the internal political dynamics of the organisation that you work for and its unique culture in order to be an effective manager. In this era of globalisation, managers must also try and understand the culture of other countries if they harbour any ambition of going on to higher levels of management since corporations are no longer confined to geographical boundaries.

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Be Successful in the Global World

Mirror Image – 1

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Are you aware of cross culture impact?

After the multinationals came to India in droves in the first flush of liberalisation, managers have had to change their style of working and become more aware of the different corporate and social cultures. The winners have been those who have been able to make that change almost seamlessly. It has opened a flood of opportunity, but it has also buried a number of careers. For every Mr Gupta who has landed that lucrative job in Singapore, there is a Mr Chakrabarty who has returned to the dog house from Paris because he could not adapt to the new culture. In a highly competitive world, it has become necessary to be aware of the different cultures. The more you know about the mores of other countries, the greater are your chances of success. The questions below are intended to provide insights into your awareness of other cultures. Please indicate the best answers to the questions listed below. There is no passing or failing answer. Read the following statements carefully given below and give your responses in the response sheet given at the end of this section. 1 2 3 4 5

for Definitely No for Usually for Occasionally for Rarely for Definitely Yes

1. I can effectively deal business in a language other than my native language. 2. I understand the proper protocol for a business card exchange in at least two countries other than my own. 3. I understand the differences in manager-subordinate relationships in two countries other than my own. 4. I am aware of the proper protocol for giving gifts in at least three countries. 5. I have knowledge of my own country’s laws regarding gifts or favours while on international assignments. 6. I understand how the difference in male-female relationships influence business practices in at least three countries. 7. I know how the communication style practised in specific countries can influence business practices. 8. I receive and review news and information regularly from overseas locations. 9. I utilise the cultural information before conducting business at an overseas location.

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10. I know which gestures are appreciated and which are to be avoided when dealing with overseas clients.

Scoring After giving your responses in the response sheet do the scoring. Total the numbers you choose indicating your response. 41–50

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31–40 : 21–30 : Below 20 :

Superb! You have good knowledge of cultural differences that are essential for overseas assignments and dealings. Good but still more awareness is needed. A lot needs to be done. Alarming! You need to be more observant and should develop interest in knowing the cultures of different countries.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. The higher you score, the greater is your cross cultural awareness.

Tips The era of globalisation has resulted in rapid growth in international business. This has led to an understanding of organisational behaviour in the context of the countries where the business is spread. This makes it necessary for the management to develop a multi-cultural organisation in which employees of mixed backgrounds, experiences and cultures can contribute and achieve their fullest potential to benefit both themselves and the organisation.

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Some individual variations in people from different cultures shape the behaviour of both managers and employees. Other differences are much more likely to influence managerial behaviour. These differences relate to managerial beliefs about the role of authority and power in the organisation. Do you know?

Managers in Indonesia, Italy and Japan tend to believe that the purpose of an organisation structure is to let everyone know who his or her boss is. Managers in the United States, Germany and Great Britain, in contrast, believe that organisational structure is intended to coordinate group behaviour and effort. Italian and German managers believe it is acceptable to bypass one’s boss to get things done. Bypassing one’s superior is strongly prohibited among Swedish and British managers.

Employees in multinational organisations must pay a great deal of attention to detail—how to greet someone (not everyone likes to have his hand pumped in an extravagant show of bonhomie), which colours are prohibited and which are acceptable, which gifts will be appreciated and which not, should you dress formally for a social evening with business partners. These may seem trivial but they count a great deal in determining how successful you will be.

Impression Management—Organisational Politics

Mirror Image – 2

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How do you respond to ‘Hard Ball’ organisational politics?

Given below are the statements you need to respond to. The responses 1–5 range from unacceptable attitude or conduct to acceptable attitude or conduct. Give your responses ranging from 1 to 5 in the boxes given in the response sheet at the end of this section. 1. The boss is always right. 2. If I find something unethical happening in my organisation, I will use that information to my advantage. 3. Even if I dislike my boss, I will invite him home. 4. If someone gives me credit for the task done by somebody else, I simply say thanks. 5. When it comes to personal gain, I do not think of past promises. 6. To lie once in a while in business is fair. 7. I would prefer to choose those assignments that will be perceived as good.


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8. I keep a track of erroneous deeds of people to be used in future. 9. I smartly change the focus if I do not know the answer to a question posed by my boss. 10. There is no need to be good to people who cannot be of any help in the future. Total the points assigned indicating your response. Note them in assessment record sheet of the mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 10–20 : Highly ethical and straightforward with no politics. 21–39 : Ethically elastic. Understands politics and tries to create an impression. 40–50 : Hard ball in politics. No ethics, straight arrow towards self and impression management.

Tips A corporate executive asked, ‘Have you ever done a very satisfactory piece of work only to have it lost in the organisational shuffle? Have you ever come up with a new idea only to have your boss take credit for it? Have you ever faced a situation where someone else made a serious mistake and somehow engineered it so you got the blame?’ Whether it is impression management or political motivation, managers need to be knowledgeable about organisational politics because their careers will be affected by it. Surprisingly, political behaviour is considered as the pursuit of self-interest at work in the face of real or imagined opposition. Such manoeuvring is said to encompass all self-serving behaviour above and beyond competence, hard work and luck. Despite a negative association, political behaviour is widely accepted as legitimate which includes exchanging favours, ‘touching bases’, forming coalitions and seeking sponsors at the upper levels. Less legitimate behaviour would include whistle-blowing, revolutionary coalitions, threats and sabotage. Posturing, empire building, making the supervisor look good, collecting and using social expectancy, creating power and loyalty cliques and destructive competition are commonly expressed political tactics. For a manager to win office politics, he should:

Know the boss’s expectation. Identify people for information network. Develop good internal public relations. Have a trusted counsellor who is honest with you, trains and guides you. Without good reason do not make enemies. Keep moving in office.

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Fight over something really worth it. Gain power through allies. Maintain status and integrity of your allies. Never hire a family member or a close friend.

How Things Go Wrong and How to Put Them Right?

Mirror Image – 3

Read the statements given below. There are actions and inactions that happen in a work situation. Respond whether you act as stated or not. Be honest. 1. 2. 3. 4.

We are the leaders in the market why should we change? I do not believe in these survey reports. They are all inaccurate. Oh! So our competitors are introducing a new product. Its all useless. I think we need more information we should have a committee. They may look into pros and cons. It should be decided by them.


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5. I think we have exceeded the budget we should have thought about it before we have overstretched ourselves. 6. We could have done it—its because of them we are surrounded by incompetent fools. 7. Do not tell me about them they are just for money. 8. I wish my luck had been favourable. 9. We are much better than the competitors. We dam care. 10. Either you take what we have said or forget it.

Scoring Assign 10 points to each ‘No’ and zero to each ‘Yes’. Total your scores and record them on the record sheet.

Your Assessment 80–100 : 50–70 : Below 50 :

You possess the analytical ability and managerial skills. You need to be careful when analysing the situation. Be Alert! Remember one has to be vigilant, careful and develop managerial competence.

Tips ‘Do what you can, with what you have, where you are.’ The trouble is people don’t always take this advice. Well! Things go wrong when situations are misjudged, wrong actions are taken at inappropriate time or place in which to do are choosen. In work situation when you find you stay, bungling your job depress and frustrate your coworkers, and this erodes the effectiveness of the organisation.

How things go wrong?

Improve planning of human resources Conservative approaching—unwilling to change Tendency to underestimate the enemy Failure to make adequate exploration Failure to exploit a situation gained Failure to make use of surprises or deception Undue readiness to find excuses Suppression or distortion of news Indecisiveness Belief in mystical forces—fate, bad luck, etc.

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How to put them right? Ability to learn from mistakes The unforgivable thing is to make the same mistake twice. Learn from your mistakes, analyse what went wrong—no excuses, no alibis—make notes of what you to do and what not to do next time.

Competence Analyse your own strengths and weaknesses and grab any opportunity to get extra training or advice. There should be a constant drive to improve selection and performance standards to have competent people in the organisation.

Confidence Be confident but not overconfident. Under confident people often need help who should be encouraged. Give under confident people tasks that are well within his or her capabilities and progressively increased demands in achievable steps.

Carelessness Because of over confidence or under pressure we all make mistakes. This tarnishes the reputation. Always check again if possible get someone else to do it.

Energetic Emerge as a leader assign well defined role in the organisation to the people who are lazy. If one of the staff is lazy put the boot in.

Foresight Have a mind which has preparedness. Think ahead. Anticipate eventualities and make contingency plans.

Are You a Crisis Manager?

Mirror Image – 4

z

‘Are you effective in crisis management?’

Crisis management starts with avoiding action. Keeping your finger on the pulse so that as soon as the pace hots up—at the first indication—you can take preemptive action. Read the following statements and respond when faced with crisis what do you do. Respond Yes or No. Be honest.


1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

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I sit back coolly and assess and analyse the situation. I set out the preliminary plan step by step and prepare the contingency plan too. I allocate roles and responsibilities to my team members. I set up a centre for crisis management. I set up a communication system so that instant messages are sent across for want of action. I get rid of any peripheral problems as quickly as possible. I relegate problems to a non-crisis area where they can be dealt with at leisure. I prepare a detail time scale plan. I monitor ensuring that I get the information I need fast that I can react quickly but without panicking. I evaluate actions and reactions so that I can modify the plan and take corrective or preemptive steps.

Scoring Assign 10 points to each ‘Yes’ response. Total your scores and record them on the record sheet.


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Below 50 :

Superb! You are an effective crisis manager. You need to understand the situation not analyse and monitor it closely to be a winner. To be successful do not panic. Do not over react and lose your head. Good crisis managers react swiftly but their great skill is in being able to speed up the decision-making process.

Tips Crisis Management! That is how things move. It happens in any organisation where the pressure of events—external or internal—forces management into making urgent decisions. The phrase ‘Crisis Management’ was coined by Robert Macnamara at the time of the Cuban missile crisis when he said: ‘There is no longer any such thing as a strategy, only crisis management’. Crisis may either be caused by the actions of human beings or by natural disasters. Each crisis is a unique event and has to be dealt with accordingly.

The most important thing to do in a crisis is to keep cool. Deliberately give the impression that you are talking it easy—relaxing almost—when in actual fact you are working at top speed.

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While negotiating situations a shadow of ambiguity over a situation may be as effective as real strength. It gives room to manoeuvre and more scope to vary tactics. When in conflict remember you have a just cause, right intention, a reasonable chance of success. Force used should be proportional to the objective sought. Good managers are decisive. They will not miss out any steps in the standard problemsolving decision-making sequence. z z z z z z z z z

Identify the problem Get the facts Specify objectives Generate alternatives Set criteria Evaluate alternatives Prioritise alternatives Action plan (Decide and Implement) Contingencies plan in case action plan does not work.

Effective crisis managers will get through these stages more quickly, using their own experience and intelligence and that of their team. They are good leaders providing inspiration to their team, encouraging their efforts and giving them confidence. Crisis management is no more than good management under pressure. Remember, ‘There is a time for engagement and a time for withdrawal. A time to contemplate it, and a time just to laugh at it.’

How Well Can You Manage Your Boss?

Mirror Image – 5

Read the following statements and respond by ticking (√). Be honest. Always Sometimes Occasionally Rarely Never

5 4 3 2 1

1. I surprise my boss talking all the way round a problem before getting down to its essential.


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2. I find out the right time to approach. 3. When I need his support I do good homework as a lot is to be said before standing firmly on your own feet. 4. I go for open confrontation to get my own way first. 5. If troubled waters are ahead I do not let the boss know of them. 6. When problems arise I steer him away from recrimination into positive attitude and try to solve them jointly. 7. I usually respond fast to his request with a can do and will do attitude. 8. I never lie or shade the truth.

Scoring Assign points as responses ticked for statements 2, 3, 6, 7 and 8. For statements 1, 4 and 5 assign 1 point to always response, 2 to sometimes, 3 to occasionally, 2 to rarely and 1 to never. Total your scores and record them on the record sheet.

Your Assessment 40 to 33 : 32 to 25 : Below 24 :

You must be successful! Good, you know how to manage your boss. Well! You know but still should work out better. It’s time to seriously look into, introspect for success in life.

Tips Conducting affairs, controlling, judicious suggestions manipulative for a purpose accomplishing successfully is all managing. Management might appear to be easy but can you do without the consent of your boss. For you to be successful you need to know z z z z

How to deal with the boss over problems. How to make him agree on what you want to do. How to impress upon for the likelihood of acceptance of your proposal. How to place his trust in you.

Always remember pressing too hard is challenging his authority and position. Have a positive attitude, retire in a good order. If asked for, do it thoroughly. Come up with solutions not problems. Loyalty though an old wine but you owe it to your boss! z z

Find out about his likes and dislikes. Find out the right time to approach him.

218 z z z z z z z z z


Think whether you want his support. Don’t expect to achieve everything at one go. Always keep a contingency plan. Keep him informed. If something has gone wrong explain what has happened. Always be frank and open. Admit mistakes. Don’t trouble him unnecessarily with your problems. If you admit responsibility try to stop your boss keeping at you. Avoid half-baked suggestions.


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Response Sheet—Where Am I? Section D—Environment Management Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

Mirror Image 2

Mirror Image 3

Mirror Image 4

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you aware of cross culture impact? Date Scores Assessment:

Strengths

Weaknesses

Mirror Image – 2 How do you respond to ‘Hard Ball’ organisational politics? Date Scores Assessment:

Strengths

Weaknesses


Strengths

Weaknesses

Mirror Image – 4 Are you effective in crisis management? Date Scores Assessment:

Strengths

Weaknesses


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Response Sheet—Have I Improved? Section D—Environment Management Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you aware of cross culture impact? Date Scores Assessment:

Strengths

Weaknesses


Strengths

Weaknesses


Strengths

Weaknesses


Strengths

Weaknesses



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Response Sheet—Have I Changed? Section D—Environment Management Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Mirror Image 4

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Are you aware of cross culture impact? Date Scores Assessment:

Strengths

Weaknesses


Strengths

Weaknesses


Strengths

Weaknesses


Strengths

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Response Sheet Section D Give your responses as stated in the respective Mirror Image Questionnaires below:

Where Am I ? Mirror Image 5

Have I Improved?

Have I Changed?

Mirror Image 5

Mirror Image 5

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Assessment Record Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement.

Where Am I? Mirror Image – 5

Strengths

Weaknesses


Have I Improved? Mirror Image – 5

Strengths

Weaknesses


Have I Changed? Mirror Image – 5 Date Scores Assessment:

Strengths

Weaknesses

SECTION E Self-enhancement Skills

Positive Attitude

Be a Winner

Have a Constructive Approach

Choosing How You Perceive

Self-control Leads to Perfection

Have the Courage to Think for Yourself

Self-monitoring

Anger Management

Live a Stress-free Life

Analysis of Emotions

Section E Self-enhancement Skills Everyone wants to be a winner but few know how to become one. You acquire skills, you become adept at resolving problems and conflicts, and you make the right connections— and, wham, the guy in the next cabin gets the promotion. It is frustrating and could kill off the burning desire to get ahead in life. The key is to balance your choices, juggle your roles and always—and that means always—keep that positive attitude to life no matter what happens. People seem to be aware of their roles in life but feel torn between them. Their roles seem to be in constant conflict and competition—and they are never quite able to find that proper balance in life. It’s all about balance and perception: you are personally responsible for creating your state of happiness and achieving fulfilment through the quality of your choices. This is probably more true in adverse circumstances. To think effectively, you require a repertoire of thinking skills that you then apply to your problems and decisions. It requires courage to use effective thinking skills. How happy you are depends on your state of mind. The key to success is to have a positive attitude. One should remain aglow with enthusiasm, think and discover the mission of life, develop a win-win mentality, understand the viewpoint of the other person before expecting the other person to empathise with his. Always remain in charge of your life—never allow the other person to take control of your life. This section deals with various self-enhancement skills like positive attitude, constructive approach, self control, thinking skills, self-monitoring, and the will to become a winner. We need to discover special talents, and then utilise them for the greater good—which is the essence of life itself. When this realisation dawns, it’s a new day and you can become the tiger all over again.

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Positive Attitude

Mirror Image – 1

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Do you have a positive attitude?

Check your attitude by responding to the following statements and mark the options closest to your experience. Be honest! Write A for Always, F for Frequently, O for Occasionally and N for Never in the boxes given in the response sheet at the end of this section. 1. I am under stress as my peers have achieved more than I have. 2. Whenever I hear someone has been rewarded, I do not feel happy. 3. When my subordinates accomplish the given task, I tell them there is still scope for improvement. 4. I feel very uncomfortable in situations which demand change. 5. I know that hard work never hurt anyone but ‘why take a chance’. 6. I am enthusiastic about the success of others as I am about my own. 7. I try to forget the mistakes of the past and press on to greater achievements of the future. 8. I feel unhappy when there are no troubles to speak of. 9. I look at the glass as half empty. 10. I feel I could have had more if I had put in a little extra.

Scoring After giving your responses in the response sheet do the scoring. Statement Nos. 1, 2, 3, 4, 5, 8, 9 and 10 — 1 point to A (Always) 2 points for F (Frequently) 3 points for O (Occasionally) 4 points for N (Never) Statement Nos. 6 and 7 — 4 points to A (Always) 3 points for F (Frequently) 2 points for O (Occasionally) 1 point for N (Never) Total your scores and note them in assessment record sheet of this mirror image.


Self-enhancement Skills

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32–40 : Congrats! You have a winner’s attitude. Take pride in your approach to life and you will enjoy success. 23–31 : You have a tendency to feel dissatisfied with your achievements. Put in a little conscious effort and you will emerge as a winner. 10–22 : There is a need for a change in attitude. Gradually try to change your mindset. You should make a conscious effort to remain optimistic if you want a successful life.

Tips The seeds of excellence are in each of us. Everyone can become a winner with desire, dedication and determination. Regardless of your chosen field, the foundation of success is attitude. To develop a positive attitude:

Desist from destructive criticism. Stop blaming yourself or others. Accept responsibilities. Banish worry, resolving to face the worst, but do everything to prevent the worst from happening. Remember opportunity is always under our feet. All what we need is to recognise it. Do not look for excuses. Develop an attitude of gratitude by counting the blessings and not the troubles. Make a conscious effort to have positive thoughts and attitudes. Repeat affirmations; be positive, definitive and assertive by saying, ‘I am responsible; I am decisive with a strong belief and enthusiasm.’

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Every problem has its positive side and can change you. A person who was fired from his job changed his vocation and succeeded. He said, ‘I had to get fired before I got fired up.’

When things do not seem to work out, do not despair; tough times never last. They are not terminal, but only transitional. Take charge and take control. Everyone has problems. Nobody is free from them. A problem-free life is an illusion—a mirage. Accept that fact and move on. We have entered the new millennium not to just march eventlessly but to accomplish something. God never takes time to build a nobody. All we have to do to succeed is get started and never quit.

Be a Winner

Mirror Image – 2

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Fear of success

Management by Objectives (MBO) is a goal-setting approach designed to integrate individual and enterprise objectives. Yet, many managers achieve only a fraction of their potential. Blame this on a sub-conscious fear of success. To determine if your career might be hampered by a fear of succeeding, respond to the following items. Be honest! Do not guess how a ‘successful’ person might respond. Write A if you Agree, B if in between or do not know, C if you Disagree in the box given in the response sheet at the end of this section. 1. When things seem to be going really well for me, I get uneasy because I know it will not last. 2. When my peers compliment me on my work, I feel they are being insincere. 3. When I complete an important piece of work, I am usually satisfied with the result. 4. Most of the time I find that I measure up to the standards I have set for myself. 5. It is just as important to win a game as to merely enjoy it. 6. When I win a competitive game, I feel a little sorry for the other player. 7. At times, my accomplishments amaze me because I feel that I rarely put in the effort I really could. 8. I often feel let down after completing an important project. 9. When superiors praise my work, I wonder whether I can live up to their expectation. 10. Most of my peers are secretly pleased when I get into trouble.


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Scoring Score your answers. Assign the below given weightages to your responses for each item. Statement

A

B

C

Statement

A

B

C

1 2 3 4 5

–1 1 2 2 2

0 0 0 0 1

2 –1 –1 –1 –1

6 7 8 9 10

1 –1 –1 –2 –1

0 0 0 0 0

–1 1 1 2 1


Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 7–15

: Indicates that you have no problem with ‘fear of success’. You are strongly achievement-oriented and would like to come out a winner. You take pride in your skills and talents and have full confidence in yourself. 2–6 : You have a tendency to occasionally pursue unrealistic high standards and you are not always pleased with your achievements. You are concerned about what others think of you and you want to be liked by everybody. You have some trouble in making decisions and sticking with them. You have a moderate fear of success and are not fully using your success potential. –4–1 : Indicates you want to win but frequently lose in the end. Because of the excessive need to be liked, you refrain from arguments and prefer to take the back seat in competitive situations. Fear of success definitely hampers your accomplishments. –11 to –5 : Fear of success is a definite problem for you. You are never satisfied with your achievements and frequently manage to snatch defeat from victory. Doubtful about whether you have any luck at all, you tend to worry about the future, most of the time.

Tips The pursuit of excellence is not for the faint-hearted. It needs courage to venture into the unknown. An anonymous bull fighter once said, ‘To fight a bull when you are not scared is nothing. And not to fight a bull when you are scared is nothing. But to fight a bull when you are scared is something.’

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This raises a few questions: ‘Why are some people more successful than others? What makes them tick? Is it possible to develop ourselves into winner?’

In an enterprise, individual employers are evaluated on the basis of objectives achieved. Management by Objectives (MBO) is perhaps the most widely discussed goal-setting approach today. It provides for the meshing of individual and enterprise objectives. The central idea behind MBO is that mutual establishment and the acceptance of objectives will elicit a stronger employee commitment. MBO has ramifications for other areas like motivation, performance appraisal or organisational change programmes. Developed originally at General Electric Company, MBO programmes have been used with varying degrees of success by Du Pont, General Foods, Punex, etc. Without objectives, even an enterprise as sophisticated as IBM is only a collection of computers, offices and manufacturing plants. It is forgotten that enterprises are incapable of an existence independent of their members. In short, people have goals, enterprises do not. The MBO process starts with discussion of the job requirements and then goes on to development and discussion of the performance objectives and determination of checkpoints. The final step in the MBO process is evaluation of results.


Have a Constructive Approach

Mirror Image – 3

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Evaluate your approach: Is it constructive?

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Read the following statements and indicate whether it is applicable or not by writing Yes or No in the boxes given in the response sheet at the end of this section. Be honest! While giving feedback, I use statements as below: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Great! You dug that hole well. It is not right; you are getting to be really lazy. I think you have done a good job. Well done! Your work is just not up to standard. I liked the way you arranged the meeting. The way you dealt with your staff was commendable. Sorry! You are just not suitable. You will have to write the report again. The boss did not like the way it has been put together. Could you tell me why you adopted that procedure? The way you had managed everything—right from welcoming the guests to the inaugural session presentation was great, but the valedictory session left a lot to be desired. I just do not like your attitude.

Scoring After giving your responses in the response sheet do the scoring. If you have ticked for statements 3, 5, 8 and 9 your approach is constructive—Well done! If you have ticked for statements 1, 4 and 7 your approach is unhelpful. If you have ticked for statements 2, 6 and 10 your approach is destructive. Total the scores and note them in assessment record sheet of this mirror image.


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Tips It is imperative for managers to master the art of giving feedback if they take responsibility for staff development seriously. Constructive feedback becomes a very valuable everyday learning event and can be termed ‘grassroots’ staff development. It simply means that managers become interested and concerned about the performance of people within their team and take time and trouble to find out what they should be doing and how well they perform.

While giving feedback, do:

Give feedback on observed behaviour. Give description of what you saw and how you felt. Set priorities and concentrate on few important aspects. Ask questions. Relate all your feedback to specific items of behaviour. Consider the value of feedback for the receiver.


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While giving feedback, do not:

Give feedback on perceived attitudes. Pass judgements. Make statements. Waffle about general feelings or impressions.

Remember, people have a right to their individuality and integrity. If possible, feedback should be given in private. It is an essential process which is very powerful in helping to change behaviour. It can increase effective performance. Its value should not be underestimated as an essential tool for managers involved in staff development.

Choosing How You Perceive

Mirror Image – 4

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How do you perceive?

Are you aware of the way you perceive and analyse situations? Read the following statements and give your responses. Write 1 2 3 4

for for for for

Always Sometimes Rarely never

1. I try to listen to others and try to be more open. 2. I try to collect more knowledge about the person’s background before any transgression. 3. I try to identify my perceptual errors and then choose not to let them interfere with the quality of my relationship. 4. I try to control my thoughts, feelings and actions when perceiving both others and myself. 5. When negative feelings persist, I try to distinguish facts from inference and also assess the validity of inference. 6. I try to alter my behaviour to see if my negative perceptions are as much a function of my behaviour as they are of his or her. 7. I question the oppressing rules (demands I make on others) and try to reformulate them into rules that are more supportive of others.

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8. I try to develop further certain relationship skills for instance managing anger and conflict skills.

Scoring After giving your responses in the response sheet do the scoring. Assign 4 points to Always, 3 points to Sometimes, 2 points to Rarely, and 1 point to Never.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 32-28

:

27-23

:

Below 23 :

Congrats! Your perception is based on facts of true data, inferences, deductions and conclusions drawn from the data. You are able to regulate your feelings well. Your perception is an outcome of analysis of facts, but not always selfsupporting. Your perception is influenced by feelings. You need to regulate your feelings by being aware of one’s unrealistic perceptions and perceptional error.

Tips ‘People see only what they want to see’. Different people can perceive the same event differently. After the stock market crash a previously wealthy man came home and said to his wife, ‘we’ve just lost most of our money on the stock market. We should fire the cook and you better learn how to cook.’ His wife not to be outdone replied, ‘Well’ perhaps we should fire the Chauffeur and you had better learn how to drive.’ Choosing how to perceive if not always but most of time is self-supporting rather than self-oppressing. There may be: z z

Influence of your feelings and act Facts—true data of experience, inferences, deductions and conclusions drawn from that data.

To be successful one needs to regulate one’s feelings by becoming aware of one’s unrealistic perceptions and perceptual errors. One should use the skills of logical analysis. z z

Collect more information Understand the origin of behaviour


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Correct specific perceptual error Own more responsibility for controlling your behaviour Conduct personal experiments Alter oppressing personal rules Improve specific relationship skills Don’t label yourself negatively oppressed Increase positive self perceptions including searching and affirming resources Develop power to control how you think, feel and act

z z z z z z z z

Self-Control Leads to Perfection

Mirror Image – 5

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Do I exert self-control?

Just spare a few moments to assess your own self-control tendencies; respond to the following items by circling the number corresponding to the description that you believe best reflects your position on each statement. Some may seem a bit redundant to you. Try not to let this bother you. Respond to each one. Be honest! Give your responses in the boxes given at the end of this section by assigning the number as given below: 1 2 3 4 5 1. 2. 3. 4. 5. 6.

for for for for for

Very well Well Somewhat Not very well Not at all

I establish personal goals for myself. I try to arrange my work area in a way that helps me positively focus my attention. I like to go over an important activity before I actually perform. I try to keep track of how well I am doing while I work. I often use reminders to help me remember things I need to do. When I have unsuccessfully completed a task, I often reward myself with something I like. 7. I often rehearse my plan for dealing with a challenge before I actually face the challenge. 8. After I perform well on an activity, I feel good about myself. 9. I try to surround myself with objects and people that bring out my desirable behaviours.

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10. When I do an assignment especially well, I like to treat myself to something or an activity I enjoy.

Scoring Total the values assigned to your individual item responses. Your score would range from 10 to 50. Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. Scores 18–10 26–19 34–27 42–35 50–43

Level of self-control Very low Low Moderate High Very high level of self-control

Tips Perfection is an ideal that is rarely achieved. Although the accomplishment of enterprise objectives is the purpose of the entire management process, rarely do plans materialise as perfectly as envisioned. Thus, the need for control. Control methods that are used constantly are self-control, group control and policies/procedures/rules. Management information systems, external audits and budgets provide information used for control on a periodic basis. Special reports, personal observation and project control are occassionally used. No enterprises could exist for long unless its employees exerted the self-control required to perform their assigned tasks.

Control should be unbiased. Control is not a permissive connotation. An effective manager regularly monitors both success and failure. Shortcomings should be dealt most seriously. Control process is future oriented. Quick action influences the results. Personal pride and initiatives are the main sources of self-control. Important works should be reviewed before actually performing. The goal should be specific and established. Control should be tailored to the specific task.


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Control helps in anticipating problems, adjusting plans and taking corrective action as needed.

If we lived in a perfect world where all plans were fulfilled, control would be unnecessary. But in this unpredictable changing environment, perfection is an ideal rarely achieved. Control is the process of assuring the efficient accomplishment of one’s objectives. It’s a natural element. Just as a thermostat keeps a heating and air-conditioning system performing as desired, control aids in achieving objectives.

Have the Courage to Think for Yourself

Mirror Image – 6

z

Are you a think-tank for yourself?

Thinking skills to tackle problems and make decisions require courage and integrity, more than intelligence. Life only demands from you the strength you possess. Read the following statements. Be honest! Give your responses in the boxes given in the response sheet at the end of this section. Assign

A if your response is Always U for Usually S for Sometimes R for Rarely N for Never

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1. 2. 3. 4. 5. 6. 7. 8. 9. 10.


I set my goals and develop a plan. I express my thoughts to the others in the meetings. I fear others’ reactions, that they might reject or criticise me. I maintain eye contact and monitor my gesture and posture when stating what I think. I become very anxious while thinking. I keep talking to myself during the decision-making process. I analyse how accurately I attribute cause for my work successes and failures. I visualise positive images with my mind’s eye to counteract negative feelings. I assess and evaluate the consequences of my decision-making. I have an adequate conceptual framework with which I think problems through and take rational decisions.

Scoring Statement Nos. 3 and 5

— 5 points to A (Always) 4 points to U (Usually) 3 points to S (Sometimes) 2 points to R (Rarely) 1 point to N (Never) Statement Nos. 1, 2, 4, 6, 7, 8, 9 and 10 — 1 point to A (Always) 2 points to U (Usually) 3 points to S (Sometimes) 4 points to R (Rarely) 5 points to N (Never) Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 10–20 : Superb! You have effective thinking skills. You know your potential. 21–30 : Good! You possess the skill to analyse the potential in you but it needs to be sharpened. 31–40 : Average! There is a need to realise much of your human potential. 41–50 : Alas! You have rarely tried to introspect the great potential in you. Develop the skill for future growth! It’s never too late.


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Tips We have still to decide which came first—the chicken or the egg. Think! Do we have anything to offer to ourselves? One is constantly challenged to renew and recreate one’s effective thinking skills. If you have effectively used your thinking skills, you are rewarded by being able to unleash more of your human potential. Effective thinking about your problems and decisions of living requires courage, inner strength and resilience.

Good thinking skills require a daily struggle. Human happiness and fulfilment comes from finding meaning in striving and not from the absence of challenge. Remember nobody is perfect. Weak people lack the courage to admit their fallibility. Be a friend to yourself and confront your thinking skill weaknesses not in a spirit of self blame, but in order to change them for the better. Thinking involves practice. Consciously use the opportunities of problem solving and decision-making to practice your skills. Confront your own fears and anxieties, by asserting to express your thoughts despite others fears and anxieties. Choose to work with another on a regular basis to improve your thinking skills. Develop a support network of trusted people who can help you think through your

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problems and decisions. Or else you can meet a group of similar people at work where you have effective thinkers in your group; you can learn by observing how they think through their problems. State what you think. ‘I’ messages indicate your ownership of thoughts. Speak so you can be heard easily at a pace that is comfortable to follow, with firmness that is appropriate to your message and with clear enunciation.

The courage to think for yourself requires a life-long commitment. The world is a beautiful place filled with much ugliness. If more and more people are going to have to commit themselves to the inner struggle to think, the human race is going to fulfil its potential. As a street poster in California in 1960 said, ‘To make a better world, make yourself a better person.’

Self-Monitoring

Mirror Image – 7

z

Do you regulate your behaviour?

Self-regulation is very useful in several respects, People who do a lot of high in selfregulation are more successful in obtaining mentors than others. Read the following statements and respond in Yes or No depending on your experience. Be honest! Give your responses in the boxes given in the response sheet at the end of this section. 1. While dealing with different people, my actions are consistent. 2. Usually my behaviour and actions reflect my inner feelings, attitude or beliefs. 3. I have my own mindset and strong opinions about issues and I do not rely on the advice of my colleagues or friends. 4. I have the capability to say and do things which others will like in social gatherings. 5. I find it difficult to control my emotions and feelings in front of others. 6. I can generally speak well on all topics and know how to impress people. 7. If I do not like suggestion while discussing an issue, I am very straightforward in stating my point of view. 8. I can talk to people by looking them straight in their eye if I have a strong reason to do so. 9. Just in order to please others, I can not change my behaviour, actions or attitudes. 10. I find it difficult to interact with different people in a social gathering. Usually I confine myself to a few friends.


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Scoring The following responses to every statement is most desired: 1. No; 7. No;

2. No; 8. Yes;

3. No; 9. No;

4. Yes; 10. No.

5. No;

6. Yes;

Total the scores, assess yourself as given below and record the same in the assessment record.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. If you have a minimum of six right answers, you are a self-regulator. For a successful career one has to learn to assess the situation, analyse the objectives and accordingly regulate or monitor one’s behviour. Personnel dealing with people such as in marketing or in administrative jobs should be high on self-regulating in comparison to technocrats and human resource managers.

Tips When interacting with people in the office or in a social gathering should you be what you are? Or should we monitor ourselves? Well! There are people who tend to wear their hearts on their sleeves. These are the people who act like they feel and say what they think in spite of their social surroundings. On the other hand, there are people who are more sensitive to their social surroundings, and say and act in a manner that is appropriate to their surroundings regardless of how they think or feel. Self-regulating is the extent to which one observes and monitors how one appears and behaves in social settings and relationships. The question is will you behave differently when interacting with your subordinates than with your boss or with your boss’s boss? If one is able to regulate one self and match the specific situation, one can make the best possible impressions on others; at the same time, there are people who are less inclined to change their personal style: what you see is what you get. Should we always regulate our behaviour? Let’s see both the sides of the coins. It is generally considered that people who are high self-regulators:

Tend to do better than people who are less willing to change. Tend to obtain promotions. Have willingness to adapt their behaviour to each situation they encounter; this helps them stay ahead of the others. Make a better impression on others. Have an ability to empathise with others.

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Are more effective at doing whatever it takes to generate positive reactions from others. Are more likely to initiate maintaining relationships. Will be more successful in managerial positions where individuals are required to play multiple and even contradictory roles. Are likely to feel uncomfortable in ambiguous social settings where it is difficult to determine exactly what behaviours are socially appropriate. Would seem to be weak innovators and would have difficulty resisting social pressure. Are social chameleons. May be viewed as unreliable, inconsistent or even manipulative by others. Form less stable and less deep personal relationships than low self-regulators. May seek different friends for each context; they may not form deeper relationships.

Anger Management

Mirror Image – 8

z

How to express anger?

Read the following statements and give Yes and No response in the response sheet.


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1. No matter how convinced I am there might be just a misunderstanding. 2. I am specific on the anger and not threaten or attack on the self esteem of the person. 3. Smilingly and verbally I express anger. 4. When in anger, I say, I can’t believe someone can be that stupid. 5. I watch impulsion so that I do not regret. 6. I express the feeling and not submerge. 7. I expect help from people who have proud, trustworthy and angry when it is not forthcoming. 8. When I am right, powerful and superior I believe, ‘Now I got you and you will pay.’ 9. When affronted, personally attacked I do not miss a chance to attack the person. 10. I celebrate the mutual achievement of expressing and responding to anger successfully.

Scoring Assign 10 scores to each ‘YES’ response to statements no. 1, 2, 5, 6, 7, 9, 10. Assign 10 scores to each ‘NO’ response to statements no. 3, 4, 8. Total your scores in the record sheet.

Analysis Higher the score your approach is more potential to initiate a productive conflict.

Tips ‘Conflict!’ Is something I’ll like to avoid? But can you? Conflict is intimately related to change and interpersonal dealings. The term Conflict has a strong negative connotation, evoking words such as opposition, anger and aggression. A conflict trigger is a circumstance that increases the chances of intergroup or interpersonal conflict. As long as a conflict trigger appears to stimulate constructive conflict, it can be allowed to continue. But as soon as the symptoms of destructive conflict become apparent, steps need to be taken to remove or correct the offending conflict trigger. The conflict may trigger due to: z z z z z z z z

Ambiguous or overlapping jurisdictions Competition of scarce resources Communication breakdown Time pressure Unreasonable standards, rules, policies or procedures Personality clashes Status differentials Unrealized expectations

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Reasons may be many. Not every angry feeling should be expressed to the person held accountable. This approach is direct and most potential to imitate a productive conflict. When angry z z z z z z z z z z z z

Check assumptions Be specific Be consistent Take responsibility for anger Avoid provoking anger Watch for impulsivity Be wary of self righteousness Be sensitive Make the expression cathartic Express positive feelings Move to constructive conflict management Celebrate joint success

Live a Stress-free Life

Mirror Image – 9

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Am I under stress?

Given below are 10 situations. Give the response that best describes your likely behaviour in each situation in the boxes given in the response sheet at the end of this section. 1. When driving in heavy traffic, I a) b) c) d)

get worried about wasted time feel irritated and feel my heart beating faster remain relaxed, calm and alert get angry with other motorists and want them to get out my way

2. When meeting new people, I a) b) c) d)

worry about how they will think of me become tense and my heart pounds feel relaxed and face the meeting with a sense of excitement feel bored and listless

3. While dealing with children’s questions and difficulties, I a) listen wholeheartedly and help them handle the problem effectively b) find myself bored and uninterested


4.

5.

6.

7.

8.

9.

10.

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c) dismiss them as fast as possible d) become angry I feel I respond effectively to challenges a) rarely b) almost never c) usually d) almost always I smoke a) never b) less than 10 cigarettes a day c) less than 20 cigarettes a day d) more than 20 cigarettes a day When planning work or an event at work or home, I usually a) find it difficult to get started b) prepare and carry it out well c) become tense and uncomfortable d) easily and quietly gather together all the necessary materials and facts and proceed to sort them out I take alcohol a) never b) occasionally c) frequently but not heavy d) everyday and heavy When playing a competitive sport, I a) waste playing sports through tension b) assume I will do well and throw myself into the game without much worry c) worry about how my performance may be viewed d) need to win at all costs and suffer profound disappointment if I do not In the morning I wake up feeling a) alert and happy b) anxious c) hoping desperately that the day ahead will be interesting d) not too bad While going to bed, I find a) thoughts racing through my head b) don’t feel tired c) relaxed and drift into sleep easily d) find it difficult to relax

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Scoring Total the scores and note them in assessment record sheet of this mirror image.

Scoring Key Statement 1 2 3 4 5 6 7 8 9 10

a

b

c

d

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–4 –4 –4 +5 –4 +4 –4 +4 –1 –2

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. More than 46 : Superb! You are able to cope well day to day challenges. Between 22 and 45 : Above average Between 6 to 21 : You are under-stressed but still within the safe zone. Try to change your lifestyle. Below 5 : You are under great stress. Definite change is required or else it might adversely affect your health.

Tips Good or bad, any actual or imagined change in the daily routine or health is stress. Healthy stress helps one feel challenged enough to deliver one’s best. In unhealthy stress, one feels demotivated, frustrated, over-stretched and one’s performance diminishes. Here’s some advice to help you maximise benefits of stress and minimise its destructive effects. Control the situation: Do your best, but avoid unrealistic deadlines. Learn to identify and limit your exposure to situations that trigger strong stress.


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Pace yourself, be flexible: Ensure flexibility in your day’s schedule. Don’t try to do many things at a time. Manage your time well. Stop and think before reacting to negative situations or people. It will work wonders. Open up to others: Discuss your problems, anxieties, and fears with people you trust and those who care for you. Show interest in what other people think and feel. Exercise and relax: Play competitive sports to have fun and relax, not necessarily to win. Engage in regular exercises like walking, jogging, swimming, riding or dancing. Try meditation, yoga, massage and aromatherapy. When uptight, relax for a few minutes. Try this simple exercise. Sit comfortably, close your eyes and mentally repeat a peaceful word or phrase. Inhale through the nose, exhale through the mouth, take complete breaths and avoid distracting thoughts by keeping a passive mental attitude. Above all, have a positive attitude towards life. When in doubt, smile! It will defuse tension and build a bridge of goodwill.

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Analysis of Emotions

Mirror Image – 10

Have you analysed your emotional mix? Check the 30 items, which best apply to you. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33.

A B C D E F A B C D E F A B C D E F A B C D E F A B C D E F A B C

Rarely play ‘practical jokes’. Accept responsibility. Thoughtful of my parents. Envy many people. Thought of death scares me. Made little work progress. I take frustration in stride. Like most tame animals. Seized educational opportunities. Hold grudges against some folks. Parents hostile forward me. Failed my parents’ hopes for me. Throw off feelings of injustice. Enjoy crowds. Help others less fortunate. Resent life’s injustice. Afraid of some tame animals. Neglected my parents. I have great patience. Optimistic about future health. I can’t consciously hurt any one. Afraid I have a ‘short fuse’. Feel insecure in my job. Doubt the value of prayer. Rarely if ever use sarcasm. Parents were loving. Achieved many of my goals. Folks say I’m intolerant. Some people intimidate me. Have done some dishonest things. Most things work for the best. Do not fear death. Prayer brings me comfort.


34. 35. 36. 37. 38. 39. 40. 41. 42. 43. 44. 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60.

D E F A B C D E F A B C D E F A B C D E F A B C D E F

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Play mean tricks on people. Health outlook is poor. Have been unjust to someone. Readily forgive others. No afraid of anyone. Have met parent’s expectations. Brood over justices to me. Easily swayed by others. Ignore others misfortunes. Tolerate other religions. Form my own firm opinions. No guilt feeling. I am very impatient. Evade responsibility when I can. Failed in most of my ambitions. Have faith in people. My job is secure. I’m an honest person. Often use sarcasm. Crowds frighten me. Have guilt feeling. Envy virtually no one. Equal to life’s problems. Made good work progress. People can’t be trusted. In adequate; feel inferior. Wasted educational opportunities.

Record the 30 items choosen in the record sheet.

Scoring & Analysis Letters D, E or F are valuable clues to a person’s emotion mix. Four or more D items suggest the possible presence of HATE. Four or more E items suggest the possible presence of FEAR. Four or more F items suggest the possible presence of GUILT.

Tips Leadership is not a theoretical activity. It is based on real-life relationships with peers, with followers and with yourself…for without truly knowing yourself, there is little chance you can get to know or establish a relationship with anyone else.

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Self-knowledge remains indispensable for those who aspire to lead others. Awareness of your own character and knowing how best to use improve, or compensate for your natural traits are clearly leading criteria for being a successful leader. Conversely those who attempt to lead without such knowledge will be fortunate to achieve mediocrity and may fail completely without even knowing why. The problem is that only a few among us can knowingly say that they truly have thorough and precise knowledge of their own personalities. It is important to known your primary personal characteristics. z z z z

Your interests Your abilities Your values Your needs

‘There are really only two kinds of change—those we choose and those that choose us’ concerning this pearl, it is suggested that it is imperative to maintain a strong ratio in favour of the former choosing. Change is one of the purest forms of personal leadership, which can only come after lightened self-knowledge. On each of our treks through life’s briar patch of successes and failures, who among us claim that our emotions have had no effect? It’s important not to ‘cheat’ on these selfassessments. Successful people find out the truth and then deal with it.


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Response Sheet—Where Am I? Section E—Self-enhancement Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Do you have a positive attitude? Date Scores Assessment:

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Mirror Image – 2 Fear of success Date Scores Assessment:

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Mirror Image – 3 Evaluate your approach: Is it constructive? Date Scores Assessment:

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Mirror Image – 4 How do you perceive? Date Scores Assessment:

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Response Sheet—Have I Improved? Section E—Self-enhancement Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Do you have a positive attitude? Date Scores Assessment:

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Response Sheet—Have I Changed? Section E—Self-enhancement Skills Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Do you have a positive attitude? Date Scores Assessment:

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Do I exert self-control? Date Scores Assessment:

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Mirror Image – 6 Are you a think-tank for yourself? Date Scores Assessment:

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Mirror Image – 7 Do you regulate your behaviour? Date Scores Assessment:

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Mirror Image – 8 How to express anger? Date Scores Assessment:

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Do I exert self-control? Date Scores Assessment:

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 5 Do I exert self-control? Date Scores Assessment:

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Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Am I under stress?

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Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Am I under stress?

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Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips, note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 9 Am I under stress?

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SECTION F Career Planning

Three Bs for Job Hunters

Gearing to Manage a Successful Career

Chess of Success

Stepping into a New Job as a Boss

Section F Career Planning Lee Iacocca or Jack Welch—who would you rather be? You could pore over the biographies of the world’s best known managers and yet come up with nothing to turbo-charge your own career because the peculiarities of the situation and the moment in the Great Man’s Life has no relation to yours. But there are lessons you can draw—and it is the ability to distil the wisdom from the lives of others that will help you grow in your career. It can get quite depressing when someone throws a statement like ‘Managers are born not made’ at you. It squelches the desire to improve oneself. There are common traits that successful managers display—the readiness to work hard, perseverance and determination, the willingness to take risks, the ability to inspire enthusiasm, mental toughness, even the ruthlessness to take unpleasant decisions. Psychologists claim that our personalities develop early in life. So, it is important to take a dispassionate look at one’s inherited qualities and how they have been nurtured. Some amount of navel-gazing is important: introspection helps us identify our strengths and weaknesses and find a harmony between the desire to further one’s career and the needs of the organisation. It is never easy to find the first job and it is always important to analyse whether your career compulsions were driven by economic necessity or a desire to satisfy your personal goals. This section on Career Planning dwells on how to plan for and then manage a successful career. It also deals with the skills required while stepping into a new job as a boss. Remember a successful person is one who is well organised, who has purpose in life and who has direction and love in his heart.

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Three Bs for Job Hunters

Mirror Image – 1

z

Where are you in your job hunt?

Given below are questions to find out where you are in your search for job. Answer each question Yes or No. 1. 2. 3. 4. 5. 6. 7.

Do you know your career goals? Do you know your greatest strength? Do you know your greatest weakness? Can you name the work activities you do most well and most enjoy? Can you list five job skills and abilities you have? Can you name at least three fields of employment into which you may fit? Can you name at least 10 different kinds of employers that might hire a person with your background? 8. Do you know the questions employers are likely to ask you in an interview?

Scoring Total the ‘Yes’ responses and note them in the assessment record sheet of this mirror image.

Your Assessment 7–8 : On the right track. Keep up the good work. 5–6 : Close to good work. You may discuss with placement people. 4 and below : You need to definitely discuss and seek advice.

Tips Well! I am happy I have got the job! Is it the end of it? Remember the new job can often determine the prospects for an employee’s future job success. Once you have accepted a job, you should develop a plan for career success. Developing a career plan is quite similar to developing a marketing plan for a new product. Just as a successful marketing strategy does not stop once an advertising campaign is decided upon, so too should career planning continue even after you have secured that first right job. One should set goals and determine a strategy to achieve them. If you have plans, you will be better able to capitalise on the opportunities that you encounter.

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Finding the right job, especially the right first career job, is never easy. But it involves a skill that can be learned. Successful applicants market themselves. A fundamental truth about job hunting is that the most qualified is not necessarily the person hired. Indeed, whether you are the best person for the job is not the issue. The issue is whether you can convince the people who are recruiting that you are the right person for the job. The best advice for all job hunters are the three B’s—be prepared, be yourself, be courteous. Be prepared: Learn all you can about the employers who are interviewing you and have a clear idea of what you want to say about yourself.

Show a professional attitude and private insight into the interviewing enterprise The company’s annual reports are excellent starting points for gathering information Be prepared to ask intelligent questions about the employer interviewing you Researching an enterprise and its direction lets an interviewer know you care enough about a prospective job to spend time preparing for an interview If you are prepared, it can easily make the difference between a mediocre and a successful interview

Be yourself: Remember do not make false pretences or overstate your qualification.

Show a sincere interest in the job opening for which you are being interviewed Try to display a positive image of assurance and competence Don’t hesitate to show enthusiasm Above all, try to convey maturity and stability

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Be courteous:

Simply use good manners Pay attention to proper dress and meticulous grooming Keep your interview outfit in one spot with all the accessories in a state of readiness Dress conservatively

Job hunting can be an exciting and challenging experience, if approached with confidence and determination. Here is some useful advice. Find every opportunity to interview because each can be a learning experience, making you a better job candidate. Don’t sell yourself short. Maintain a log noting each interview—when it was held and your general impressions. You’ve worked hard to earn your degree; you have to offer a lot to your future employers, go after the job you want. Others have done it before you. So can you—best of luck.

Twenty reasons why job applicants are not hired? To learn why job applicants aren’t hired, North Western University’s placement Director, Frank S. Eddicott, surveyed 153 HR managers. The following in order of importance were found to be the most common errors made when applying for a job:

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Poor personal appearance. Over aggressiveness. Inability to express clearly. Lack of interest and enthusiasm. Lack of career planning, no purpose, no goal. Nervous, lack of confidence and poise. Overemphasis on money. Unwillingness to start at the bottom. Makes excuses. Lack of tact and courtesy. Immaturity. Condemns past experience. No genuine interest in a company or job. Fails to look interviewer in the eye. Sloppy application form. Little sense of humour. Arrives late for interview. Fails to express appreciation about interviewer’s time. Fails to ask questions about company and job. Vague responses to questions.

Gearing to Manage a Successful Career

Mirror Image – 2

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Do I know my career aspirations?

Here is a set of questions to help you know yourself and your career aspirations better. Try them out and be frank. Write the responses in the response sheet. 1. Do I work better in a large or a small group? 2. Am I a loner, or do I work better as a member of a group? 3. Do I analyse better than I execute? 4. Do I work successfully under pressure? Yes or No

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5. Do I express myself well orally? Or in writing? 6. What characteristics do I admire in others? (a) (b) (c) 7. Which function of my job do I perform most effectively? (a) (b) (c) 8. What have I done to correct my shortcomings? (a) (b) (c) 9. What level of responsibility do I aspire to in five years? (a) (b) (c) 10. How will I achieve these levels? (a) (b) (c)

Scoring Assign one point to question one to five and three points to question six to 10. For each answer assign one point. For each sub part answered from questions six to 10 assign one point each. Total the scores and note them in the assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. Self-analysis as you know is an indispensable part of career development. If you are able to give answers favourably to all the questions you are monitoring your career. If not, you need to. Always remember, no one has your own best interest more at heart than you. Review these questions about once every 3 months. They will help you keep an inventory of career assets and liabilities.

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Tips A career is a sequence of work-related experiences that spans a person’s work life. What is that you aspire for? Are your career objectives economically oriented? Do you look to your career to satisfy personal fulfilment needs? Once you have accepted a job you should develop a plan for career success. Some enterprises help their employees develop career Progression Plans. However, since most enterprises do not have career planning programmes, it will probably be your responsibility to chart your own career. Career planning, however, is far from a science. Both research and experience show that if you have a plan, you will be better able to capitalise on the opportunities that you encounter. In doing so, it is helpful to remember the following career planning axioms:

You and you alone must assume primary responsibility for developing a sound career plan.

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With a well-developed plan you have a much better chance of making a successful career. Career planning does not guarantee success, but it will enable you to have some control over your environment, rather than being its helpless victim. Implementing a career plan requires self-confidence and personal commitment.

Developing a Career Plan Developing a career plan is a multi-step process. It involves a set of ongoing activities for implementing a person’s career objectives. Step 1. Step 2. Step 3. Step 4. Step 5. Step 6. Step 7.

Take charge—end up tearing yourself up inside, look for answers on what they want to be and whether they can make it. Examine your career aspirations. Self-analysis is an indispensable part of career development. Prepare inventory of your Career Assets and Liabilities. Set Career Objectives. Revising your inventory of career assets and liabilities would help to crystallise where you might begin your search. It will also help you in finding where would you like your search to end. ‘Package’ your Qualifications. Research the Job Market. Monitor your career. It is vitally important to continue planning your career as it advances. Be sure periodically to review your progress in achieving the actions necessary to reach your career objectives.

Chess of Success

Mirror Image – 3

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Do I need a career counsellor?

Read the statements and place a number in the box which best describes you and your feeling. (5 Always, 4 Usually, 3 Sometimes, 2 Rarely, 1 Never) 1. 2. 3. 4. 5.

If my abilities are not acknowledged, I work harder. Negative feedback adversely affects my work. I actively participate in too many activities. I can identify my best skills. I believe my boss has the right to reprimand me if I fail.

Career Planning

6. 7. 8. 9. 10. 11. 12. 13. 14. 15.

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I review my accomplishment and personal goals periodically. I explore latest happenings in my field to upgrade myself. I get so involved in my task that I lose track of time. I look forward for a reward when I do a good job. My professional goals are set a little higher than the others. I am aware of some skills I possess, but could not use. I want to improve on my skills. I plan my career and set goals to achieve my plan. I am capable of developing new skills successfully. It is difficult for me to put mistakes behind me.

Scoring Total the scores and note them in assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. 60–75 : Congrats! You possess basic habits to success. If correctly applied with good networking, success is bound to follow. 45–59 : Your potential needs to be further developed. Skilled mentorship or a career counselling can do wonders for you. 30–44 : Career counselling is recommended. Your skills need to be promoted. 15–29 : If career success is important, definite improvement is in order. Career counselling is a MUST.

Tips The great Italian poet Dante wrote ‘Midway on the path of life, I found myself in a dark wood.’ New managers are likely to encounter a number of pressures at work initially. They are plagued by anxieties about their ability to perform and issues related to their unrealistic job expectations. To be successful in one’s career, a person needs to monitor his own career plan carefully and take personal responsibility for moving up in life. It is useful to introspect about your career aspirations and match them with your inventory periodically. Hard work, smart dealings, personal relations, a little madness and a touch of luck would give you a complete plan to win.

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Effective career planning is much like success in chess. The ultimate champion is the one who visualises potential opportunities and pitfalls, plans each move in advance, outwits opponents. E.E. Jennings offers guidelines for playing ‘success chess’.

Maintain multiple job options. Do not waste time working for an immobile superior. Become a crucial subordinate to a mobile superior. Always favour increased exposure and visibility. Be prepared to nominate yourself for open jobs. Leave an enterprise when your career slows. Do not let success pre-empt your career plan. You will stop moving up.

Stepping into a New Job as a Boss

Mirror Image – 4

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Are you a successful new boss?

Read the given statements carefully. Respond Yes or No in the blocks given below. Analyse yourself, be honest and respond. Write the responses in the response sheet provided at the end of this section.

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1. I analyse my management style and try to differentiate with the outgoing boss. 2. I try to assess how much change is necessary in the way the unit or company I am taking over is run. 3. I spend at least one hour in private conversation with each of my direct reports. 4. I believe one should be more assertive because actions speak louder than words and my actions should demonstrate what needs to be done. 5. I try to analyse my experience of few days to identify significant ways in which I can do my job better with the help of my team. 6. I try to analyse whether the team members are giving straight answers to straight questions or whether there is still a degree of inscrutability and/or game playing. 7. I try to identify specific problems with other parts of the organisation that may rise in the future. 8. I try to share some of my failures with my team and encourage them to look at their failures in a similar way.

Scoring Give 10 points to each Yes response and 0 to No response. Total your scores and note them in the assessment record sheet of this mirror image.

Your Assessment Based on the scores, assess yourself as given below and record the same in the assessment record. Above 50 : 30–49 : Below 30 :

You are a winner! You need to put in more effort with a spirit of optimism. You need to generate power inside you to achieve success. The given tips may be of help to you.

Tips It could be your first time as a boss or twentieth, the job could be anything from a managerial role in a software company or in a small firm. But each of us face the same challenge as a new boss. We all have to make our mark we all are in uncharted waters, uncertain about how to proceed, vulnerable to the winds and waves we have never experienced before. Points to keep in mind when taking over as a new boss:

Bosses will initially be favourably disposed to you, looking for evidence that they made the right decision in appointing you. Remember you will be watched for signs of ignorance or weakness for evidence that you are not up to the job.

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To achieve success

Find out if the people work as a team. If not, why not? What is the current boss leadership style? Is he effective or ineffective? Talk to your subordinates individually, collect information, and about how far you will need or want to change things. Do not worry when the unexpected happens; maintain whatever is your natural style and try to exude confidence. Be outward looking, communicate by actions, create allies, and keep close to your boss. Try not to dominate your team members; pay attention to detail. Do not assume that because someone is not talking or is slow to react that they are not thinking or feeling very much. Remember do not take important decisions ‘off the cuff ’. Even in defeat, point out any positive thing that has been achieved; focus the energies of the team on another challenge. Always remember the glass is not half-empty, it is half full. Failures are the inevitable result of ambitious activity; if you do nothing challenging, you are unlikely to fail, but if you are attempting several different tasks, you are almost bound to fail at some of them; remember failures will put you in touch with reality.

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Success, when it comes, should be sweet. Make sure that the team celebrates it with the right amount of gusto and panache. Remember that work should be fun; if it cannot be fun after you have scored a major success, when can it be?

Reference Jennings, Eugene E., ‘Success Chess’, Management of Personnel Quarterly 9, Fall 1970, 4–8.

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Response Sheet—Where Am I? Section F—Career Planning Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

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Mirror Image 4

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10. 11. 12. 13. 14. 15.

Career Planning

289

Assessment Record—Where Am I? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Why are you in your job hunt?

Strengths

Weaknesses

Strengths

Weaknesses

Strengths

Weaknesses

Strengths

Weaknesses


Mirror Image – 2 Do I know my career aspirations? Date Scores Assessment:

Mirror Image – 3 Do I need a career counsellor? Date Scores Assessment:

Mirror Image – 4 Are you a successful new boss? Date Scores Assessment:

290


Response Sheet—Have I Improved? Section F—Career Planning Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

Mirror Image 2

Mirror Image 3

Mirror Image 4

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1.

1.

1.

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9.

10.

10. 11. 12. 13. 14. 15.

Career Planning

291

Assessment Record—Have I Improved? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Why are you in your job hunt?

Strengths

Weaknesses

Strengths

Weaknesses

Strengths

Weaknesses

Strengths

Weaknesses






292


Response Sheet—Have I Changed? Section F—Career Planning Give your responses as stated in the respective Mirror Image Questionnaires below: Mirror Image 1

Mirror Image 2

Mirror Image 3

Mirror Image 4

1.

1.

1.

1.

2.

2.

2.

2.

3.

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7.

8.

8.

8.

8.

9.

9.

10.

10. 11. 12. 13. 14. 15.

Career Planning

293

Assessment Record—Have I Changed? Fill in the date on the day you take the Mirror Image Questionnaire. Record the scores and assessment for each Mirror Image as given below. After the assessment and going through the Tips note down strengths. The weaknesses may also be identified for further improvement. Mirror Image – 1 Why are you in your job hunt?

Strengths

Weaknesses

Strengths

Weaknesses

Strengths

Weaknesses

Strengths

Weaknesses






About the Author Seema Sanghi is a well-known consultant and trainer with over 21 years of experience in the field of organisational behaviour and psychometric assessment. Recipient of the Mother Teresa Award, three gold medals and numerous merit scholarships, she is at present Director, FORE School of Management, New Delhi. She obtained her doctorate in Organisational Psychology from the University of Rajasthan. Professor Sanghi has developed and published over 70 psychometric tests and a number of research publications. She is an expert in the development of tools, competency mapping, assessment centres, personality profiling and organisational surveys. She has undertaken major consultancy assignments for both the public and private sectors, and organised management development programmes in customer care, team building, managerial effectiveness, leadership and communication among others. Her recent research has been in the areas of cross-cultural management and ethical issues. Professor Sanghi also published The Handbook of Competency Mapping: Understanding, Designing and Implementing Competency Models in Organizations (2004) and the best-selling Organizational Behaviour along with Stephens Robbins (2005) which has been appreciated by His Excellency Dr A.P.J. Abdul Kalam, Hon’ble President of India.

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Towards Personal Excellence: Psychometric Tests and Self-Improvement Techniques for Managers (Response Books)

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Briefcase Books Accounting For Managers

The Indian CEO: A Portrait of Excellence (Response Books)

IQ and Psychometric Tests: Assess Your Personality, Aptitude and Intelligence

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Emergency Response Planning: For Corporate and Municipal Managers

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