Module-1

Personal Change

What Is Change?

Organizational Change Any alterations in the people, structure, or

technology of an organization

Characteristics of Change Is constant yet varies in degree and direction Produces uncertainty yet is not completely

unpredictable Creates both threats and opportunities

Managing change is an integral partof every manager’s job.

Personal Change

Self awareness

Self analysis

Self esteem

Self efficacy

Three Categories of Change

Types of Change Structural

Changing an organization’s structural components or its structural design

Technological

Adopting new equipment, tools, or operating methods that displace old skills and require new ones

Automation: replacing certain tasks done by people with machines

Computerization

People Changing attitudes,

expectations, perceptions, and behaviors of the workforce

Organizational development (OD) Techniques or

programs to change people and the nature and quality of interpersonal work relationships.

Self Analysis

Personal SWOT analysis Self analysis has to do with analyzing oneself,

when an individual understand himself the change process becomes easier and comfortable.

Suitable aptitude. Capable of handling roles and responsibility. Stress tolerance level

SELF AWARENESS

When you know who you are, you may have to change; and some people just do not want to change because

changing demands effort! Self-awareness requires honesty and

courage ... to get in touch with what we are thinking and feeling and to face the truth about ourselves.

Self-awareness

Knowing your own strengths, limitations, needs, values, biases, skills, trust radius, intentionality, pressures, resilience, internal signals, etc.

Emotional self-awareness: recognizing emotions and their effects

Accurate self-assessment: knowing strengths and weaknesses

Self-confidence: strong sense of self-worth and capabilities

Self awareness

The better you understand yourself, the better you are able to accept or change who you are. Being in the dark about yourself means that you will continue to get caught up in your own internal struggles and allowed outside forces to mould and shape you.

Self awareness

How we see ourselves may be clouded by the feedback messages we received about ourselves from others. But how could anyone know more about you than you? They do not feel your emotions or think your thoughts; they do not face the issues that you wrestled with.

Some people may not be prepared to face the truth about themselves.

Self awareness

Self-Awareness

Self-Awareness

SocialAwareness

SocialAwareness

Self-Management

Self-Management

Social SkillsSocial Skills

• Emotional Self-Awareness

• Accurate Self-Assessment

• Self-Confidence

• Empathy• Organizational

Awareness• Service Orientation

• Self-Control• Trustworthiness• Conscientiousness• Adaptability• Achievement

Orientation• Initiative

• Developing Others• Leadership• Influence• Communication• Change Catalyst• Conflict Management• Building Bonds• Teamwork &

Collaboration

Self awareness

Knowing your limits, hot buttons, edges, etc. and being able to stop your reactions before these points in order to make more appropriate choices for response

Self-control: keep impulses under control Trustworthiness: Maintaining standards of

honesty and integrity Conscientiousness: responsibility in managing

oneself Adaptability: flexibility in adapting to change or

obstacles

Motivation:

Knowing how to initiate effort, direct effort, and maintain effort for yourself under any circumstances

Achievement Orientation: guiding drive to meet and internal standard of excellence

Initiative: Readiness to act

Organizational Awareness

Political Awareness?Recognizing existing power relationships &

accurately reading themDetect crucial social networksUnderstand environmental aspectsAccurately read organization and realities

and forecast (incl. Culture etc.)

Leveraging Diversity:

Respect and relate to all peopleUnderstand diverse world viewsSee diversity as a positive opportunity for allChallenge bias and intoleranceUse it to make things betterCross-cultural importance of social

awareness

Social Skills:

The ability to interact with, communicate with , and influence others effectively

Developing Others: sensing needs and bolstering abilities

Leadership: Inspire and guide Influence: use interpersonal influence tactics Communication: send clear and convincing

messages Change Catalyst: initiate and manage change Working with Others Conflict Management: resolve disagreements Building Bonds: build relationships with others Teamwork & Collaboration: work w/others

shared goal

Self-awareness Questions

What are your strengths? What are your weaknesses?

How do your friends describe you? Do you agree with their descriptions? Why or why not?

List two situtations when you are most at ease. What specific elements were present when you felt that way?

What types of activities did you enjoy doing when you were a child? What about now?

What motivates you? Why?

Self-awareness Questions

What are your dreams for the future? What steps are you taking to achieve your dreams?

What do you fear most in your life? Why? What stresses you?

What is your typical response to stress? What qualities do you like to see in people? Why?

Do you have many friends as you just described? Why or why not?

When you disagree with someone's viewpoint, what would you do?

Personal development through Self Awareness

Skill development. Helps managers in which they will be most

effective. Skill development-Skill gap Knowing your strength & weakness

Seeing big picture Stress- Motivation. It is very difficult to cope up with

poor results when you don’t understand what causes them

Personal development through Self Awareness

Leadership Practicing this management skill Ask somebody Questionnaire Seek professional help 21st century leadership based on self

awareness Johari window MBTI (Myers Briggs Type Indicator)

WHAT IS SELF-ESTEEM?

It involves one's mental perception of one's qualities, not of one's physical features.

Most people's feelings and thoughts about themselves fluctuate somewhat based on their daily experiences. The grade you get on an exam, how your friends treat you, ups and downs in a romantic relationship-all can have a temporary impact on your wellbeing.

WHAT IS SELF-ESTEEM?

Psychologists usually regard self-esteem as an enduring personality characteristic (trait self-esteem), though normal, short-term variations (state self-esteem) occur.

Self-esteem can apply specifically to a particular dimension (for example: "I believe I am a good writer, and feel proud of that in particular") or have global extent (for example: "I believe I am a good person, and feel proud of myself in general").

Where Does Self-Esteem Come From?

Our self-esteem develops and evolves throughout our lives as we build an image of ourselves through our experiences with different people and activities.

Experiences during our childhood play a particularly large role in the shaping of our basic self-esteem. When we were growing up, our successes (and failures) and how we were treated by the members of our immediate family, by our teachers, coaches, religious authorities, and by our peers, all contributed to the creation of our basic self-esteem

Healthy Self-Esteem

Childhood experiences that lead to healthy self-esteem include-

being praised being listened to being spoken to respectfully getting attention and hugs experiencing success in sports or school having trustworthy friends

Low Self-Esteem

Childhood experiences that lead to low self-esteem include-

being harshly criticized beaten being ignored, ridiculed or teased being expected to be "perfect" all the

time experiencing failures in sports or school

Self-efficacy

Perceived self-efficacy is defined as people's beliefs about their capabilities to (perform a task) produce designated levels of performance that exercise influence over events that affect their lives. Self-efficacy beliefs determine how people feel, think, motivate themselves and behave. Such beliefs produce these diverse effects through four major processes. They include cognitive, motivational, affective and selection processes

Self-efficacy

A strong sense of efficacy enhances human accomplishment and personal well-being in many ways. People with high assurance in their capabilities approach difficult tasks as challenges to be mastered rather than as threats to be avoided. Such an efficacious outlook fosters intrinsic interest and deep engrossment in activities. They set themselves challenging goals and maintain strong commitment to them.

In managing personal change, self efficacy is major determinant for success.

People with higher SE can overcome obstacles and challenges that are inevitable part of any change effort.

(SE help people who doubt their capability shy away from difficulties & challenges which they view as personal threat )

Self-efficacy

They quickly recover their sense of efficacy after failures or setbacks.

They approach threatening situations with assurance that they can exercise control over them. Such an efficacious outlook produces personal accomplishments, reduces stress and lowers vulnerability to depression.

Sources of Self-Efficacy

People's beliefs about their efficacy can be developed by four main sources of influence. The most effective way of creating a strong sense of efficacy is through mastery experiences. Successes build a robust belief in one's personal efficacy. Failures undermine it, especially if failures occur before a sense of efficacy is firmly established.

Self-efficacy

A resilient sense of efficacy requires experience in overcoming obstacles through perseverant effort.

The second way of creating and strengthening self-beliefs of efficacy is through the vicarious experiences provided by social models. Seeing people similar to oneself succeed by sustained effort raises observers' beliefs that they too possess the capabilities master comparable activities to succeed

Self-efficacy

Perceived self-efficacy is concerned with people's beliefs in their capabilities to exercise control over their own functioning and over events that affect their lives.

Self-efficacy

Beliefs in personal efficacy affect life choices, level of motivation, quality of functioning, resilience to adversity and vulnerability to stress and depression. People's beliefs in their efficacy are developed by four main sources of influence.

Self-efficacy

People must have a robust sense of efficacy to sustain the perseverant effort needed to succeed.

Self-efficacy

Succeeding periods of life present new types of competency demands requiring further development of personal efficacy for successful functioning. The nature and scope of perceived self-efficacy undergo changes throughout the course of the lifespan.

Organizational Role efficacy

Role efficacy means the

“potential effectiveness of an individual occupying a particular position in an organization.”

Organizational Roles:

Role is a set of functions, which an individual performs in response to the expectations of the significant members of a social system, and his own expectations about the position that he occupies in it.

The concept of role is VITAL for the integration of the individual with an organization.

Role Conflict & Role ambiguity

Role ambiguity occurs when an employee is uncertain about assigned job duties & Responsibilities.

Role is the convergence region between the individual & organization – what is given in organization structure is

position & when individual occupies a

position it becomes a role.

It has been defined as a “set of behavior enacted by person as a result of his occupying certain position in an organization.

Role Efficiency

The performance of a person working is an organization depends on his own potential effectiveness, technical competence & managerial experience as well as on the design of the role that he performs in an organization.

Role Efficiency

It is the integration of the two (the person & the role. that ensures a persons effectiveness.

Unless a person has the requisite knowledge, technical competence & skill required for the role, he cannot be effective.

Role taking is responding is the expectations of others. (REACTIVE), while role making is taking initiating to creatively design the role (PROACTIVE), so that the expecting of both others & the role occupant one integrated.

If the role does not allow the person to use his competence if he constantly feels frustrated in the role, his effectiveness is likely to be low.

Similarly role set is a pattern of interrelationship between one role among many others.

Role efficacy has also been found to related to age, the type of role & the location of the work place & length of employment.

Organizational Role

Organizational roles are a method of providing service entitlements to individuals within the system. If individuals are assigned to an organization role, managed resource available to the role then become available to the individual in that role.

Organizational Role efficacy

It Is Important To Understand That The Performance of People Working In A Programme Or In An Organization Depends on Their Technical Competence, Managerial Skills, And Their Potential Effectiveness In The Role They Perform In The Organization.

It Is the Merging of the Two (The Person and the Role) That Ensures the Individual’s Effectiveness in the Organization.

The Ten Aspects of Role Efficacy

Role efficacy has ten aspects to consider. These aspects can be classified into three groups, or dimensions namely, role making, role centering and role linking.

"Role making" is an active attitude towards the role, i.e. defining and making the role one likes to take on.

"Role centering" is concerned with increasing the power of the role, making it more important.

“Role linking" is concerned with extending the relationship of the role with other roles and groups. The three dimensions have been further subdivided into the ten aspects of role efficacy

Organizational Role efficacy