“Don’t hope, decide”

PROGRAM OBJECTIVES

• Nature Vs NurtureNature Vs Nurture• Diversity factorsDiversity factors• Being a good communicatorBeing a good communicator• Planning and Goal SettingPlanning and Goal Setting• What makes an effective ManagerWhat makes an effective Manager• Symbiotic RelationshipsSymbiotic Relationships

DOES ATTITUDE DEFINE BEHAVIOR OR DOES BEHAVIOR DEFINE ATTITUDE?DOES ATTITUDE DEFINE BEHAVIOR OR DOES BEHAVIOR DEFINE ATTITUDE?

NATURE VS NURTURE?NATURE VS NURTURE?

“Life is so much better when we shed the victim thinking and simply choose the path of personal accountability.” -John G. MillerJohn G. Miller

Diversity FactorsDiversity Factors

Primary Dimensions (stable)

• Age• Ethnicity• Gender• Physical attributes• Race• Sexual / affection orientation

Primary Dimensions (stable)

• Age• Ethnicity• Gender• Physical attributes• Race• Sexual / affection orientation

Secondary Dimensions (changeable)

• Educational background• Marital status• Religious beliefs• Health• Work experience• Life Experiences

Secondary Dimensions (changeable)

• Educational background• Marital status• Religious beliefs• Health• Work experience• Life Experiences

MARS Model of Individual MARS Model of Individual BehaviorBehavior

Individual Individual behavior and behavior and

resultsresults

Individual Individual behavior and behavior and

resultsresults

SituationalSituationalfactorsfactors

SituationalSituationalfactorsfactors

Values

Personality

Perceptions

Emotions

Attitudes

Stress

Values

Personality

Perceptions

Emotions

Attitudes

Stress Role Role perceptionsperceptions

Role Role perceptionsperceptions

MotivationMotivationMotivationMotivation

AbilityAbilityAbilityAbility

Perception

Perception A process by which individuals give meaning (reality) to their environment

by organizing and interpreting their sensory impressions.

Factors influencing perception The perceiver’s personal characteristics—interests, biases and expectations The target’s characteristics—distinctiveness, contrast, and similarity) The situation (context) factors—place, time, location—draw attention or

distract from the target

Implications for Managers Employees react to perceptions Pay close attention to how employees perceive their jobs and

management actions

Components of AttitudeComponents of Attitude

Attitude and Aptitude are the 2As which explains the reasons of our achievement/non achievement of purposeful action

Positive and Negative EmotionsPositive and Negative Emotions

Realization of a GREAT Manager

AffectsAffects

Affects Affects

Classical Conditioning vs. Operant Conditioning

Classical Conditioning: Ivan Pavlov, a Russian physiologist • Involves placing a neutral signal before a reflex - Focuses on involuntary, automatic behaviors (Pavlov's dogs)

Operant Conditioning: First described by B. F. Skinner, an American psychologist• Involves applying reinforcement or punishment after a behavior and focuses on strengthening or

weakening voluntary behaviors. (Training a dog)

Difference:• Classical Conditioning: involves making an association between an involuntary response and a

stimulus• Operant Conditioning: operant conditioning is about making an association between a voluntary

behavior and a consequence.

Steps to Successful ModelingSteps to Successful Modeling

• Pay attention to model• Remember what was done• Reproduce modeled behavior• If a model is successful or his/her behavior is rewarded, behavior more likely to recur• Bandura created modeling theory

Self-Managed Behavioral Principles

• Choose a target behavior• Record a baseline• Establish goals• Choose reinforces• Record your progress• Reward successes• Adjust your plan as you learn more about your behavior

EffectiveEffectivefeedbackfeedback

SpecificSpecific

FrequentFrequent

TimelyTimely

RelevantRelevant

CredibleCredible

Giving feedback effectively

Being a Good Communicator –Key Elements

Dumb CharadesDumb Charades

Self ImageSelf Image

'Whether you think you can, or whether you think you can’t, you’re right!‘ - Henry Ford

What I am?

What I think I am?

What others think I am?What I feel Others Think I am?

What I want Others to Think I am?

EMPTY YOUR CUP

• Nan-in, a Japanese Zen master during the Meiji era (1868-1912), received a university professor who came to inquire about Zen.

• Nan-in served tea. He poured his visitor’s cup full, and then kept on pouring.• The professor watched the overflow until he no longer could restrain himself. “It is

overfull. No more will go in!”• “Like this cup,” Nan-in said, “you are full of your own opinions and speculations.

How can I show you Zen unless you first empty your cup?”

Activity - Drawing

Don’t let the SUN set on your GOALS Goal Setting works because…….

•Gives something to aim for… •Helps focus your time and energy on achieving your goals….•Provides motivation

ICPRA: ( Idealize, Conceptualize, Prioritize, Realize, Actualize) , Prioritize, Realize,

NASANASA

•Specific

•Measureable

• Action oriented

•Reasonable

•Time bound

•Ethical, exciting, enjoyable

•Resourced

20- 46

You need to improve your management skills urgently. If you want to be effective in a leadership role, you must learn how to organize and monitor your team's work. Now is the time to start developing these skills to increase your team's success!

47 - 73

You're on your way to becoming a good manager. You're doing some things really well, and these are likely the things you feel comfortable with. Now it's time to work on the skills that you've been avoiding. Focus on the areas where your score was low, and figure out what you can do to make the improvements you need

74 - 100

You're doing a great job managing your team. Now you should concentrate on improving your skills even further. In what areas did you score a bit low? That's where you can develop improvement goals. Also, think about how you can take advantage of these skills to reach your career goals

How good a manager are you?

Self- assessment

Understanding team dynamics and encouraging good relationships. Selecting and developing the right people. Delegating effectively. Motivating people. Managing discipline and dealing with conflict. Communicating & Avoid micro-managementPlanning, making decisions, and problem solving. Avoiding common managerial mistakes.

Rate Your Job SatisfactionRate Your Job Satisfaction

29

• Creates a warmer interpersonal climate between your subordinates and you.

• Gives more performance feedback to subordinates— make it as positive as possible, given their actual performance.

• Spends more time helping subordinates learn job skills.

• Provides more opportunities for subordinates to ask questions.

Listen with concern

PROTECTORPLANNER PROVIDER

A boss creates fear, a leader confidence. A boss fixes blame, a leader corrects mistakes. A boss knows all, a leader asks questions. A boss makes work drudgery, a leader makes it interesting

How Managers create stress for their employeesHow Managers create stress for their employees

33

• Make sure people know what you expect

• Provide regular feedback

• Make time for people

• Focus on the development of people

• Share the goals & content – Communicate!

Attitude Survey

Psychological Factors Affecting Employee Behavior

• AttitudesAttitudes

• PersonalityPersonality

• PerceptionPerception

• LearningLearning

• AttitudesAttitudes

• PersonalityPersonality

• PerceptionPerception

• LearningLearning

• Employee Employee ProductivityProductivity

• AbsenteeismAbsenteeism• TurnoverTurnover• Organizational Organizational

CitizenshipCitizenship• Job SatisfactionJob Satisfaction• Workplace Workplace

MisbehaviorMisbehavior

• Employee Employee ProductivityProductivity

• AbsenteeismAbsenteeism• TurnoverTurnover• Organizational Organizational

CitizenshipCitizenship• Job SatisfactionJob Satisfaction• Workplace Workplace

MisbehaviorMisbehavior

Psychological Factors

• Attitudes– Evaluative statements—either favorable or unfavorable—concerning

objects, people, or events.

• Components Of An Attitude– Cognitive component: the beliefs, opinions, knowledge, or

information held by a person.– Affective component: the emotional or feeling part of an attitude.– Behavioral component: the intention to behave in a certain way.

The Importance of Attitudes

• Implication for Managers

– Attitudes warn of potential behavioral problems: • Managers should do things that generate the positive attitudes that

reduce absenteeism and turnover.

– Attitudes influence behaviors of employees:• Managers should focus on helping employees become more productive

to increase job satisfaction.

– Employees will try to reduce dissonance unless:• Managers identify the external sources of dissonance.• Managers provide rewards compensating for the dissonance.

• Responsibility is the 'ability to respond’

• Accountability is the 'ability to be brought to a count’

Tell the Truth1

Encourage people to speak the truth to feel empowered2

Reward Contrarians3

Practice having Unpleasant Conversations 4

Diversify Information Sources5

Admit mistakes6

Build Organizational Support for Transparency7

Team Building Team Building ExerciseExercise

Managers have subordinates

Authoritarian, transactional style

Work focus

Seek comfort

Leaders have followers

Charismatic, transformational style

People focus

Seek risk

“For most leaders, the great challenge is not understanding the practice of leadership: It is practicing their understanding of leadership.”-Marshall Goldsmith

Focus on Tasks:Focus on Tasks:•ClassifyClassify•TargetTarget•PrioritizePrioritize•CollaborateCollaborate•Check statusCheck status•Track complianceTrack compliance

Focus on Relationships:Focus on Relationships:•Productivity Productivity •Mutual UnderstandingMutual Understanding •Self Corrective

Focus on Tasks:Focus on Tasks:•ClassifyClassify•TargetTarget•PrioritizePrioritize•CollaborateCollaborate•Check statusCheck status•Track complianceTrack compliance

Focus on Relationships:Focus on Relationships:•Productivity Productivity •Mutual UnderstandingMutual Understanding •Self Corrective

Relationship Relationship ManagementManagement• Defining a relationship: The coming together of two or more people for their mutual benefit

• Types of relationship:• Reasons why we get along together:• Reasons why relationships fail:

What makes an effective What makes an effective relationship?relationship?

• Reciprocity - You support – I support.

• Skills: Dynamic listening – listening with intent Establish Empathy – step into their shoes Use questions – DON’T MIND READ

• Relating overtime Build trust

• Engage in exchange

It’s not what you say, it’s the way that you say it!

• Laugh at yourselfLaugh at yourself• laugh at your mistakeslaugh at your mistakes• Smile your troubles awaySmile your troubles away• Smile when you meet peopleSmile when you meet people• Smile at lifeSmile at life• Smile when your lowSmile when your low

Learn to laugh & smile

A vision without a plan is just a dream. A plan without a vision is just drudgery. But a vision with a plan can change the world.