Speaker : Dr. Nay Zin Latt Chairman Business GroupBusiness Group

Hotel Group.Hotel Group.

Venue : IndiaDate : 10.10.10

Developing Self-Awareness

Who are you,and what is your preferred

work style?

Core Aspects of Self-Concept

Values

Attitudes (Toward Change)

Learning Style

Interpersonal Needs

Values

• Fundamental standards of desirability by which we choose between alternatives, assumptions about the nature of reality– learned early, continue to develop– drive choices and behavior– differ based on culture and environment

• Fundamental standards of desirability by which we choose between alternatives, assumptions about the nature of reality– learned early, continue to develop– drive choices and behavior– differ based on culture and environment

Value-Based Decision Making

Learning Style

• An individual’s inclination to perceive, interpret and respond to information in a certain way

• Two key dimensions:– manner in which you gather information– way in which you evaluate and act on

information

• Concrete experience – learn through personal involvement

• Reflective observation – seek meaning through study

• Abstract conceptualization – build theories using logic, ideas and concepts

• Active experimentation – change situations and influence others to see what happens

Learning Styles - Kolb

8

Sample Scoring for LSI

Concrete Experience

Active Experimentation

Reflective Observation

Abstract Conceptualization

DivergingAccommodating

Converging Assimilating

Locus of Control

• The attitude people develop regarding the extent to which they are in control of their own destiny

• Most successful American managers have internal locus of control – they believe that they control destiny rather than being controlled by outside forces (external locus of control)

High Internal LOC

• less alienated from work• more satisfied with work• experience less job strain• more likely to be leaders• do better in stressful situations• use more persuasive power• less likely to comply with leader directions

Managing Time Effectively

• Spend time on important, not urgent, matters• Identify what you feel is important vs. what

you feel is urgent• Focus on results, not methods• Don’t feel guilty for saying “no”

Copyright © 2002, Prentice Hall 12

Balance Life Activities

Spiritual Activities

Family Activities

Social Activities

Intellectual Activities

Cultural Activities

Physical Activities

Work Activities

Solving Problems Analytically and Creatively

How should I figure THIS one out?

Rational Problem Solving

• Step 1: Define the Problem– Differentiate fact from opinion– Specify underlying causes– State the problem explicitly– Identify what standard is violated– Determine whose problem it is– Avoid solutions disguised as problems

Rational Problem Solving

• Step 2: Generate Alternative Solutions– Match solutions to goals– Get solutions from everyone involved– Build on others’ ideas – Specify short- and long-term solutions– Postpone evaluating alternatives– Specify alternatives that solve the problem

Rational Problem Solving

• Step 3: Evaluate and Select an Alternative– Evaluate relative to the best standard– Evaluate systematically– Evaluate relative to goals– Evaluate main effects and side effects– State the selected alternative explicitly

Rational Problem Solving

• Step 4: Implement and Follow Up on the Solution– Implement at proper time in right sequence– Provide feedback opportunities– Engender acceptance– Establish ongoing monitoring system– Evaluate based on problem solution

Creativity

• Involves the use of intuition, ingenuity, insight• Rather than narrowing down to “one best

decision,” opening to create new possibilities, many alternatives

• Outgrowth of training and experience

Conceptual Blocks Inhibit Creative Problem Solving

• Constancy– Vertical thinking – “dig the

well deeper”– Single thinking language – can you move one

stick to create a true equality?

To Foster Creativity...

Principle ExamplesPull people apart

Put people together

Let individuals work alone

Encourage minority reports

Encourage heterogeneous team members

Separate competing groups

Monitor and prod Talk to customers, identify their expectations

Hold people accountable

Use “sharp-pointed” prods

Reward multiple roles

Idea champion; Sponsor and mentor;

Orchestrator and Facilitator; Rule Breaker

Gaining Power and Influence

How do you get to the top of the world?

Is “Power” A Dirty Word?

• Does the word “power” conjure up images of domination and manipulation for you?

• Do you think that people who use power are vindictive and/or cunning?

• Does the acquisition of power prevent people from acting in the best interests of a larger group?

Power Concepts

• The ability of a person or group to change the attitudes or behavior of others.– Power is not power OVER others– Power is the ability to GET THINGS DONE

Sources of PowerSources of Power

Two Faces of Power

Personal Power

– used for personal gain

Institutional Power– used to create motivation– used to accomplish group goals

Sources of Personal Power

• Expertise – work related knowledge• Attraction – charisma, agreeable behavior,

physical characteristics• Effort – doing “whatever it takes” to get the

job done• Legitimacy – taking action congruent with the

prevailing value system

Sources of Position Power

• Centrality – establishing a network of task and interpersonal relationships

• Flexibility – freedom to exercise one’s judgment

• Visibility – interacting with influential people in the organization

• Relevance – working on the central objectives and issues in an organization

Model of Power and Influence

SOURCES OF PERSONAL POWER:

•Expertise•Personal Attraction

•Effort•Legitimacy

Selection of Proper Influence Strategy

Influence over Others

SOURCES OF POSITION POWER:

•Centrality•Criticality•Visibility•Flexibility•Relevance

Power of an Individual

Assertive Responses to Inappropriate

Influence Attempts

Increasing Authority via Upward Influence

Gaining Power and Influence Behavioral Guidelines

• Enhance your personal power• Increase centrality and criticality of your

position• Increase the latitude and flexibility of your job• Increase the visibility of your job performance• Increase the relevance of your tasks