Developing Management Skills Part 3

Cognitive Style • An individual’s inclination to perceive, interpret, and respond to information in a certain way. Dimensions of Cognitive Style Table 1.4 Attributes of Three Dimensions of Cognitive Style Attributes Possible Liabilities Knowing Emphasizes facts, details, and data Seeks clear, objective solutions Focuses on validity, credibility of data Emphasizes accuracy and precision Slow to make decisions Not very creative Resistant to innovation Intolerant of multiple views Planning Emphasizes planning and preparation Seeks agendas and outlines Focuses on methods, processes, and follow-up Emphasizes clear actions and routine Frustrated by the status quo Intolerant of ambiguity Stressed by complexity Difficulty handling illogical issues Creating Emphasizes creativity, risk-taking, and innovation Seeks novelty and ambiguity Focuses on spontaneity and possibilities Emphasizes interaction and getting many inputs Resistant to structure Tends to break rules May make many mistakes Tends to ignore data and facts Blank Attitudes toward Change • Graduates of management schools today will face an environment unlike any person has ever experienced before. Change Orientation (1 of 2) • Tolerance of Ambiguity: – The extent to which individuals are comfortable coping with unclear situations. Change Orientation (2 of 2) • Locus of Control: – The attitude people develop regarding the extent to which they control their own destines. Locus of Control • Internal Locus of Control: – “I was the cause of the success or failure.” • External Locus of Control: – “Something else caused the success or failure.” Internal Locus of Control • Associated with… – Managerial success (at least in North America) – Less alienation from work environment – More satisfaction at work – Less stress – More position mobility External Locus of Control • Most commonly found in managers from Eastern cultures • Tend to use coercive power more than internal leaders • Perform poorly in stressful situations Core Self-Evaluations • Core evaluations subconsciously influence people’s appraisal of themselves, the world, and others. Personality • Personality: – The relatively enduring traits that makes an individual unique. Determinants of Personality • Some of our personality may be attributed to biology and genetics. • However, people can make changes to their personality if they are determined. Personality Traits • The Big Five Dimensions of Personality 1. 2. 3. 4. 5. Extraversion Agreeableness Conscientiousness Neuroticism Openness Core Self-Evaluation Four Components 1. Self-Esteem 2. Generalized Self-Efficacy 3. Neuroticism 4. Locus of Control Figure 1.2 The Effects of Core Self-Evaluation Self-Awareness and Managerial Implications Figure 1.3 Core Aspects of Self-Awareness and Managerial Implications Behavioral Guidelines (1 of 2) • Identify your sensitive line. • Use the dimensions of national culture to understand differences between your values and those of other cultures. • Identify a set of principles on which you will base your behavior. • Seek ways to expand your cognitive style, tolerance for ambiguity, and locus of control. Behavioral Guidelines (2 of 2) • Enhance your emotional intelligence by monitoring your responses to others. • Develop your core self-evaluation by capitalizing on strengths and accomplishments. • Engage in honest self-disclosure. • Keep a journal for self-analysis.