Who are you; who are
others?
Self awareness;
diversity and ethical
decision making
1
Self awareness

Why does it matter to me as a
manager?
2
Why Increase Your Selfawareness?





Establish an Understanding of Your
Existing Aptitude to Manage
To Be Able to Continually Improve
Your Skills
Learn How to Self-direct Your
Managerial Career
Guide ethical decision making
Understand and appreciate
diversity
3
The Enigma
Oh I see now!
 This makes me uncomfortable

4
The sensitive line
The point at which individuals
become defensive or protective
about themselves when they
encounter information that is
inconsistent with their self-concept
or when encountering pressure to
change their behaviour.
 Where is the line drawn?

5
So… how can change occur

If information is verifiable,
predictable and controllable
Not unexpected or out of the blue
 You have had some input in the process


Involve others in process


Self-disclosure leads to self discovery
Systematic process of discovery…
6
How to Increase Your Selfawareness
Individual Data Gathering
 Learning from Experience

7
How to Increase Your Selfawareness
(continued)
Individual Data Gathering
 Learning from Experience

– Experience-goal Matching
– Keeping a Journal
8
How to Increase Your Selfawareness
(continued)
Reflection
 Self-assessment
Inventories

9
How to Increase Your Selfawareness
(continued)
• Self-assessment Inventories
• SAQ 1: Is Management for You?
• SAQ 2: What’s Your Preference:
Leadership or Management?
• SAQ 3: What’s Your Emotional
Intelligence at Work?*
• SAQ 4: Cognitive Style Self-assessment*
• SAQ 5: Leadership Assumptions
Questionnaire
• Tolerance of Ambiguity
10
SAQ 3: What’s Your Emotional Intelligence at Work?

Five Basic
Components of
Emotional Intelligence
Self-awareness
 Managing Emotions
 Motivating Oneself
 Empathy
 Social Skill

11
Interpretation: Cognitive
Style Self-assessment

Theory of Personality



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Psychological Functions


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Preferences
Introvert
Extrovert
Perceiving
Judging
Dominant Process
Perception-Judgment
Combinations
12
Exhibit 2.3:
13
SAQ 5: Leadership Assumptions Questionnaire
1. Theory X
2. Theory Y
14
Tolerance of Ambiguity




Novelty indicates the extent to which you are (in)tolerant
of new, unfamiliar information or situations.
Complexity score indicates the extent to which you are
(in)tolerant of multiple, distinctive or unrelated
information.
Insolubility indicates the extent to which you are
in(tolerant) of problems that are very difficult to solve
because, for example, alternative solutions are not
evident, information is not available, or the problem
components seem unrelated to each other.
Remember, the higher the score(s) the more intolerant of
ambiguity you scored.
15
How to Increase Your Self-awareness
(continued)


Soliciting Feedback from Others
Who?



360 degree feedback
Personal coaches or mentors
Model for Self-disclosing and
Soliciting Feedback

The Johari Window
16
Exhibit 2.5: Johari
Window
17
Exhibit 2.6: Guidelines for Soliciting
Feedback
Step 1.
Identify areas in which feedback would be of
most value.
Step 2.
inquiring
Assess the relative value of monitoring versus
behaviors.
Step 3.
desire
Inform others of the specific areas in which you
feedback.
Step 4.
relevant
Managers should make themselves accessible to
others.
Step 5.
Managers should monitor their own behavior.
Step 6.
Managers should ensure that they have
understood the
sender’s message.
Step 7.
Provide positive reinforcement for feedback
provided by
others.
18
Valuing Diversity
19
Concepts
Understanding and
Managing Those Who Are
Dissimilar from Us and from
Each Other
 Understanding How Cultural
Diversity Affects
Expectations and Behavior

20
What is Diversity?
Age
 Ethnic Heritage
 Gender
 Mental/physical
Abilities
 Race
 Sexual Orientation

21
Exhibit 4.1: The Diversity Wheel
22
Old vs. New
Canada Is Facing:
 A Shrinking Labor Pool
 An Aging Workforce
 More Women in the
Workforce
 Increasing Numbers of
Immigrants
 Globalization of Business
23
How Organizations
Promote Diversity
Fairness and Justice
 Decision-making
and Performance
 Flexibility

24
Diversity’s Importance
to Managers
Accountability
 Development
 Recruitment

25
Exhibit 4-1: Selected Common Diversity
Practices
ACCOUNTABILITY PRACTICES
1.
2.
3.
Top management’s personal intervention
Internal advocacy groups
Emphasis on EEO (equal-employment opportunity) statistics, profiles
DEVELOPMENT PRACTICES
1.
2.
3.
Diversity training programs
Networks and support groups
Development programs for all high-potential managers
RECRUITMENT PRACTICES
1.
2.
3.
Targeted recruitment of non-managers
Key outside hires
Extensive public exposure on diversity
See text for complete listing of Practices . . .
26
What Can the
Individual
Manager Do?
Fully Accept Diversity
 Recruit Broadly
 Select Fairly
 Provide Orientation and
Training for Minorities

27
What Can the
Individual
Manager Do? (continued)
Be Sensitize to Nonminorities
 Strive to Be Flexible
 Seek to Motivate
Individually
 Reinforce Employee
Differences

28