"The Story of You" Paper

Anonymous
timer Asked: Oct 22nd, 2018
account_balance_wallet $10

Question Description

Based on 4 assessments from the textbook and chapter Two slids. Please provide a list of all the self-assessments you used, and place the list in an appendix. Reflect on your assessments and highlighting some of your personal Strengths, Weaknesses, Opportunities, and Threats (SWOT).


Unformatted Attachment Preview

Chapter 2 Developing SelfAwareness Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-1 To be someone…is one of the deep urges of the human heart…[It] is a need that becomes more intensely felt – and also more difficult to satisfy – as the course of history carries us all further away from the old realities that structured our identities and life experiences for us. Political Scientist Walter Truett Anderson Author of Reality Isn’t What It Used To Be Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-2 Why Self-Awareness? You cannot manage others well unless you can manage yourself. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-3 Successful Managers… • Know what they want and why they want it • Have a plan of action for getting it • Understand their styles, strengths, weaknesses • Understand how they are perceived by others and how these perceptions affect their ability to gain support • Have self-confidence, humility, and adaptability that enables them to appreciate the views and styles of others Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-4 Managerial Styles Lacking in Self Awareness • Empty Suits have much style and substance but not much content. • Expansive Executives are genuinely committed to the organization, set high goals, and work very hard – but they gain self-worth primarily through their unconscious needs for control, mastery, and professional success. Consequently, their actions are designed to meet their unconscious needs rather than the needs of the organization. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-5 Barriers to Self-Awareness • Managers may fear tampering with the “winning formula” that helped them achieve their success so far • Managers are often isolated from direct reports’ feedback • Direct reports, even when asked, may not want to give honest feedback to someone in a higher hierarchical position Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-6 Barriers to Self-Awareness (cont’d) • Managers often hire people in their own image and thus are unlikely to be criticized • Managers are often too busy at home and at work to take time out for reflection Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-7 Creating the Brand Called You Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-8 What Tom Peters Has To Say About “The Brand Called You” Regardless of age, regardless of position, regardless of the business we happen to be in, all of us need to understand the importance of branding. We are CEOs of our own companies: Me Inc. To be in business today, our most important job is to be head marketer for the brand called You. Tom Peters Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-9 Branding: What Qualities Make Me Distinctive • What do I do that I’m most proud of? • What do I do that adds remarkable, measurable, distinguished, distinctive value? • What would my colleagues/customers say is my greatest and clearest strength? My most noteworthy personal trait? • What have I done lately -- this week -- that added value to the organization? • In what ways is what I do difficult to imitate? Tom Peters Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-10 Branding: Additional Advice • Be an exceptional expert in something that has real value and that is not easy to copy • Be an exceptional team-mate and supportive colleague • Be a broad-gauged visionary; Anticipate problems before they become crises • Be a businessperson obsessed with pragmatic outcomes • Think of your job as a set of projects, each of which adds value to the organization • Consistently delivery high-quality work on time Tom Peters Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-11 Manage Your Shadow Resume: Your Brand on the Internet • Recruiters and college admissions personnel are searching online to conduct background checks on potential employees and students through Google, Facebook, LinkedIn, Friendster, etc. • They look for red flags that may suggest poor judgment, lack of professionalism, or lack of fit with the organization (inappropriate language of photos) • Google yourself to see what others see about you • Create a professional online brand to be consistent with the image you want other people to see Tom Peters Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-12 Understanding the SelfConcept Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-13 What is the Self-Concept? The self-concept is an internalized set of perceptions that each of us has about ourselves that are relatively stable over time, consistent across situations, resistant to change, and of central importance to us. Our self-concept is made up of our beliefs about our personalities, interests and skills, strengths and weaknesses, what makes us similar to others, and what makes us unique. Our self-concept influences our everyday thoughts and actions. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-14 Influences on the Self-Concept Family (parental style, birth order, significant family events) Interpersonal relationships Transportation, communication, and information technologies Genetic differences Self-Concept Group influences (identity and organizational groups) Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall National Culture and subcultures Social institutions (schools, workplaces, religious institutions) Possible selves (celebrities, management gurus, role models) 2-15 Cultural Influences on the Self-Concept Independent Interdependent • Separate from others • Connected to others • Internal, private self focus • External, public self focus • Self-esteem based on ability to understand, express, and validate one’s self • Self-esteem based on ability to understand and adjust to others, control oneself, maintain harmony • Self-focused emotions (pride, frustration) • Other focused emotions (sympathy, shame) • Express emotions • Keep emotions private • Self-enhancement and self- • Self-critical and selfpromotion bias improvement bias Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-16 I Am Assessment • Private self-concept: Refer to self in ways that emphasize your personal traits, states, or behaviors (I am smart) • Public self-concept: Refer to self in ways that emphasize your relationships with others (I am loved) • Collective self-concept: Refer to self in ways that emphasize your group memberships (I am Korean) Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-17 Advantages of Culture View of Self-Concept • Encourages us to look outward to our cultures to understand who we are • Encourages us to try to respond to others on their own terms rather than as variations of or deviations from ourselves • Broadens our ways of thinking about what constitutes normal and effective, thus expanding our options for perceiving situations and behaving • Enables us to be wise users of culturally-biased management theories and practices Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-18 Social Influences on the Self-Concept • Family: parental style, early losses, birth order • Other people’s expectations: self-fulfilling prophecies • Group influences: identity (gender, race, religion, nationality) and organizational groups (profession, organization, and hierarchical level) Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-19 Why the Self-Concept is Important • Attention • Memory and speed of attention • Interpretation and decision-making • Social relations • Moral decision-making • Ability to cope with stress Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-20 Fundamental Human Needs • • • • • Meaning Belonging Competence Control Consistency Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-21 Identity Challenges Technology Globalization Increased diversity Mass Media Celebrities We must make sense of a world that’s increasingly difficult to understand We must make decisions even though many of today’s problems are too complex to anticipate all the consequences We try to feel a sense of control in a world that is in flux Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall We experience: Gap between who we are and who we believe we should be Gap between what we know and what we believe we should know 2-22 Updated Self-Concept • Managers as bricoleurs • Managers as meaning-makers • Managers with high selfcomplexity (multiple selves) Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-23 Managers as Bricoleurs …are comfortable tinkering with ideas about themselves, others, and their environment and improvising new ways of thinking and behaving on the spot. Effective tinkering involves changing habitual routines, breaking traditional boundaries, and using taken-for-granted resources in new ways. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-24 Managers as Bricoleurs Tend to try one thing, step back, reconsider, and try another. For planners, mistakes are steps in the wrong direction; bricoleurs navigate through midcourse corrections. Sherry Turkle Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-25 Managers as Bricoleurs …remain creative under pressure, precisely because they routinely act in chaotic conditions and pull order out of them. Thus, when situations unravel, this is simply normal natural trouble for bricoleurs, and they proceed with whatever materials are at hand. Karl Weick Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-26 Managers as Meaning Makers In a world with shifting meanings, multiple realities, and conflicting yet often equally reasonable ideas, managers must not only try harder to make sense of themselves, the world, and their place in it, but they must help others do the same. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-27 Managers as Meaning Makers The person that is most easily recognized as an organizational leader is one who rises above and beyond the specification of formal structure to provide members of the organization with a sense that they are organized, even amidst an everyday feeling that at a detailed level everything runs the danger of falling apart. Linda Smircich and Gareth Morgan Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-28 Contrasting Views of the Managerial Self-Concept Self in Industrial Age “I think therefore I am” Self in Post-Modern Age “I think, therefore I think I am” • Concrete, stable, homogeneous, predictable • One fixed identity • Well-integrated, bounded and aligned identity • Stable self across time and place (to thine own self be true) • Fact-finder and problem solver • Self-discovery: finding one’s true self • Virtual, fluid, heterogeneous, unpredictable • Multiple selves • Shifting, flexible boundaries, sometimes contradictory selves • Flexible self that changes across time and place (to thine own selves be true) • Meaning-maker and bricoleur • Self-expansion: developing multiple identities Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-29 People with Multiple Selves May Reap the Rewards of: • The unique knowledge gained by membership in multiple groups • The freedom that is gained by being able to “rise above the restrictions defined by specific group memberships • The value of being able to bring both an insider’s and outsider’s perspective to situations • The value of being able to resist categorization and “polarization”, accept their own and others’ “inconsistent personae”, and adapt more fluidly to diversity Aida Hurtado Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-30 “The benefits of having multiple selves are the quick assimilation into different environments, the ability to influence a group from the inside instead of outside, and the satisfaction of being effective in different settings. With multiple selves between home and work, I can easily separate the two worlds, so that the frustrations and stress that I might experience in one tend not to be carried over to the other.” Japanese MBA Student Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-31 Views of Multiple-Selves No sooner do we think we have assembled a comfortable life than we find apiece of ourselves that has no place in it. Gail Sheehy, Passages Self knowledge comes too late and by the time I’ve known myself I am no longer what I was. Ademola Reflections: Nigerian Prose and Verse I’m the kind of woman that wants to enjoy herselves in peace. Alice Walker, The Temple of My Familiar When stuck on a hard problem [MIT-educated investor] Levy tries a mental trick he invented in the third grade. He asks himself, “how would I answer this if I were a smart person?” Fortune Magazine Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-32 Caveats to Multiple Selves: • Even for people with high self-complexity, the different parts of one’s selves are integrated by some deeply held common beliefs and values that are consistent over time and place • Having multiple selves is likely to have greater benefits when one chooses one’s identities and sees them as a desirable part of oneself rather than a burden or a façade. Aida Hurtado Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-33 What is Self-Monitoring? Self-monitoring refers to a person’s willingness and ability to be attentive to social and interpersonal situational cues – and adapt behavior in response. Snyder and Gangestad Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-34 Differences Between High and Low Self Monitors High Self Monitors Low Self Monitors Highly sensitive to social and interpersonal cues Less sensitive to social and interpersonal cues Highly willing and able to modify their behavior in response Less willing and able to adapt their behaviors in response Asks self: Who does this situation want me to be and how can I be that person? Asks self: Who am I and how can I be me in this situation? Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-35 Differences Between High and Low Self Monitors High Self Monitors More likely to: •change employers •move geographically •get promotions •perform better in boundary spanning jobs •resolve conflict through collaboration and compromise •emerge as leaders of work groups •rationalize failure •seek out prestigious work •attend to image •rely on social networks for career decisions •have instrumental relationships •be flexible about forming new relationships elsewhere •Have more stress Low Self Monitors More likely to: •be committed to current employers and friends •be less likely to move •invest emotionally in particular relationships so that they can be themselves •value freedom to pursue work compatible with own interests rather than work that is prestigious or well defined •may not need to gather so much information from external sources regarding diverse career opportunities because they have greater self knowledge concerning career preferences •may be more trusted in a crisis Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-36 Is High or Low Self Monitoring Better? Neither high or low self monitoring is generally better. Instead, it’s important to understand your preferred style and the ways it may be helping or hindering you and the people who depend on you achieve important goals. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-37 Self-Monitoring and Mr. Sony’s Struggle What accounted for Akio Morita’s unique ability as a Japanese businessman to establish and sustain beneficial relationships with the most important Western business and political leaders? There is striking agreement among those who knew him over time that he was special because he was someone who seemed to understand them, and, as important, whom they could understand…Morita could conduct a dialogue, and while he was a very patriotic Japanese and a firm defender of the Japanese point of view, he could communicate it in a way that was meaningful to non-Japanese… Fortune Magazine Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-38 Mr. Sony’s Struggle But was he really as effortlessly at ease in the company of his foreign friends as he appeared, as familiar and at home with their way of perceiving the world and behaving in it? Did Morita truly understand his foreign friends and associates, and did they truly know him?…There is no unambiguous answer. But there is evidence to suggest that Morita had to labor hard to achieve what may have been the illusion of familiarity. There is even room for speculation that Morita’s lifelong, tireless campaign to install Sony in the West required a painful personal struggle to reconcile a foreign sensibility with his own and that…he was never able to resolve that tension satisfactorily. Fortune Magazine Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-39 Adaptable as human beings are and have to be, I sometimes sympathize with the chameleon who had a nervous breakdown on a patchwork quilt. John Stephen Strange We are what we pretend to be so be careful of what you pretend to be. Kurt Vonnegut, Jr. Author Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-40 Authenticity Perhaps it’s better to view authenticity as a work-inprogress rather than a static end-state. Viewing authenticity as a work in progress assumes that we are always learning about ourselves, the world around us, and what others need from us. It assumes that responding ethically and effectively to others and our environments challenges us to be thoughtful about when to fully express ourselves and when to hold back and consider others’ feelings and needs, when to stick to our position and when to find common ground, when to hold onto parts of ourselves that are precious and when to let go of parts of ourselves so that we can grow. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-41 Authenticity It may be most useful to view the concepts of the “true self” and “multiple selves” not as opposites, but as options, both of which can help us achieve the authenticity, responsiveness, and growth that we desire and that others deserve from us. Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-42 Remember… A leader has the responsibility [to have self knowledge] not only for his or her own sake, but for everyone else in the organization. Unless the leader has a degree of self-knowledge and self-understanding, there is a risk that he or she will use the organization to address his or her own neuroses. Peter Senge citing Alain Gauthier Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall 2-43 Personality Assessment E Extrovert S Sensin g T Thinking J Judging Where you get energized Outward Inward How you see the world Details Big Picture How you solve problems Logic Values How you come to closure Keep alternatives Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall open Closed, decisive I Introvert N Intuitive F Feeling P Perceiving ...
Purchase answer to see full attachment

Tutor Answer

achiaovintel
School: UC Berkeley

Attached.

Running Head: PERSONAL ASSESSMENT ANALYSIS

Introduction Personal assessment analysis
Students Name
Professors Name
Course title
Date

1

PERSONAL ASSESSMENT ANALYSIS

2

Personal Assessment Analysis
Introduction
Management is a very fundamental role in which all aspects of life depends on. In
companies and large corporations, it is the management that determine and steer the heights in
which business venture will go. As a management student however, I have learnt that for a
person to be an effective manager, he should be able to conquer himself and this is done through
thinking and reflection. Rennedecar the great once said “I think and therefore iam”. To be able to
think well and reflect on oneself, trustworthiness should be given the key importance. It is
advisable to view oneself as a business enterprise see themselves as the CEO of the life they
lead. In this paper therefore, I regard myself as the MD and CEO of Me Company Limited. My
personal strengths, weaknesses and the way I represent myself will either attract or push away
positive partners and investors in my life.
In order for me to survive and live well with people, I should be able to know myself in detail.
This includes my strength, weaknesses, opportunities and threats. In the working environment, I
will be able to give my best regardless of the circumstances that will surround me because I have
conquered myself and iam emotional intelligent ready to deal with any confrontation in my life
without prejudice.
Reflection of the Self-assessment
In the assessment, I really discovered things which I never knew about myself and it was
amazing and I can report that that iam a proud person according to what I found out. In the first
assessment question, I strongly agreed that iam the kind of person who loves to choose the most
challenging work to tackle so that I can learn from it. This has been proven by the many cases
when I was the last resort after a research question had defeated the entire class, I was the only
person who went out of the way to innovate new ways of solving the problem. This made me
realize my strong point that iam very innovative and I don’t give up easily until the desired goal
has been accomplished.
In full realization of the many challenges I have passed through in life some of which I
jumped into willingly, I agreed with t...

flag Report DMCA
Review

Anonymous
Thanks, good work

Similar Questions
Hot Questions
Related Tags
Study Guides

Brown University





1271 Tutors

California Institute of Technology




2131 Tutors

Carnegie Mellon University




982 Tutors

Columbia University





1256 Tutors

Dartmouth University





2113 Tutors

Emory University





2279 Tutors

Harvard University





599 Tutors

Massachusetts Institute of Technology



2319 Tutors

New York University





1645 Tutors

Notre Dam University





1911 Tutors

Oklahoma University





2122 Tutors

Pennsylvania State University





932 Tutors

Princeton University





1211 Tutors

Stanford University





983 Tutors

University of California





1282 Tutors

Oxford University





123 Tutors

Yale University





2325 Tutors