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Change & Knowledge Management
05MBA3MBA 3rd semester Core paper
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Part A
Change Management
Module 1- Personal Change:
Self awarenessSelf analysis
Self efficacy
Self esteem
Or anizational roles
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Self awareness- Introduction
Knowing others is wisdom, knowing
yourself is Enlightenment.
Tao Tzu
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Self awareness- Introduction
Awareness is the first step in the creation process.
As you grow in self awareness, you will betterunderstand why you feel what you feel and why
you behave as you behave. That understanding
then gives you the opportunity and freedom to
change those things youd like to change about
yourself and create the life you want.
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Self awareness- Introduction
Without fully knowing who you are, self
acceptance and change become impossible.Having clarity about who you are and what you
want (and why you want it), empowers you to
consciously and actively make those wants a
reality
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Who's t
he expert?
When we want good, solid information, we turn to theexperts. So, who are you going to turn to for information
about yourself? Who's the expert?You.
Does a friend, a therapist, a minister, your hero, yourspouse, your parents know more about you than you?They can't. You live in your skin and mind 24 hours a day,7 days a week, 52 weeks a year. Day in and day out. Noones closer to you than you!
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Definition of Self awareness
The ability to know and understand one's self.
Self-awareness is the ability to perceive one's own
existence, including one's own traits, feelings and
behaviors.
Self-awareness is a personal understanding of the verycore of one's own identity. It is the basis for many other
human traits, such as accountability and consciousness.
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Levels Of SA
The dyadic relationship can be thought of as composed ofinterself.
Self is the core of personality pattern which providesinteraction. Such a concept is cognitive: It describes the
self in terms of image, both conscious and unconscious. A central construct in the interself is the image of
relationship-those aspects of the codes and means of theinterperson known and shared by its participants.
Other portions of these codes are hidden to the membersand yet may be known to others.
Johari Window gives to look what one is conscious isones social exchanges and what one is not.
Joseph Luft & Harrington Ingham have developed a JW.
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Johari Window
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Change in Awareness
The awareness about self is not static, rather, it
changes continuously. As awareness changes,
quadrant to which the psychological state is assignedalso changes. Jongeward identified eleven principles
of such change.
1. A change in one Q will affect all other Q
2. It takes energy to hide behaviors involved in interaction.3. Threads tends to decrease awareness, Mutual trust tends
to increase A
4. Forced A is undesirable
5. Interpersonal learning will lead Q1 large & other small
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6.Working with others will involved more resources.7.The smaller the Q the poorer the communication
8. There is universal curiosity about the unknown area, butthis is held in check by diverse fears.
9. Learning about group processes, as they are beingexperienced, helps to increase A.
10. The value systems of a group and its members may beobserved in the way the group deals with unknown in the
life of the group itself.11. Sentivity means appreciating the covert aspects of
behavior in Q2,3,4 and respecting the desire of others tokeep them so.
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Self AnalysisSelf analysis is an independent methodical attempt
to study and comprehend one's own personality,
emotions, and behavior
To make decisions about our career first we should
know our self and hence we have to do self
analysis.
Exercise
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Self Efficacy Self-efficacy is the belief that one has the
capabilities to execute the courses of actions
required to manage prospective situations.
The higher the E more confidence you have in
your ability to succeed in a task.
Individuals with high E seem to respond tonegative feedback with increased effort and
motivation other with low E lesson their efforts.
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How self efficacy affects human function
Choices regarding behavior
Motivation
Thought patterns & responses
The Destiny Idea: Bandura successfully showed thatpeople of differing self efficacy perceive the world in afundamentally different way[citation needed]. People with ahigh self efficacy are generally of the opinion that they are
in control of their own lives; that their own actions anddecisions shape their lives. On the other hand, people withlow self efficacy see their lives as somewhat out of theirhands.
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Factors affecting self efficacy
Bandura points to four sources affecting self
efficacy;
1. Experience
2. Modelling
3. Social Persuasions
4. Physiological Factors
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Types of self efficacy
One can have self-efficacy beliefs about any human
endeavor.Three commonly studied types of self-efficacy
beliefs are Self-Regulatory Self-Efficacy: ability to resist peer
pressure, avoid high-risk activities
Social Self-Efficacy: ability to form and maintain
relationships, be assertive, engage in leisure time activities
Academic Self-Efficacy: ability to do course work,
regulate learning activities, meet expectancies
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The three types of self-efficacy are positively related.
When we are talking about a negative relationship, itsimply means that the higher the individuals
academic self-efficacy, the less his or her moral
disengagement. When we are talking about a
positive relationship, it means that the higher the
individuals academic self-efficacy, the more he or
she engages in prosocial behavior.
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Tips for building employee self-efficacy Dont imply that employees are incompetent
Dont talk down to them about theor jobs
Dont find petty faults with their results
Dont criticize their work in front of their peers
Dont belittle the importance of their jobs or tasks
Do praise them for their appropriate effort Do ask for their input
Do listen carefully for their ideas for improvement
Do share positive feedback from their peers with them
Do provide formal recognition for their achievements.
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Self esteem
People differ in the degree to which they like or dislikethemselves. This trait is called self-esteem.
The research on SE offers some interesting insights into
organizational behavior. For e.g., self esteem is directlyrelated to expectations for success. High SEs believe thatthey posses the ability they need to succeed at work.
Individuals with high SE will take more risks in job
selection. Low SE are more susceptible to external influence
In managerial positions low SE will tend to be concernedwith pleasing others
High SEs are more satisfied with their jobs.
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Self EsteemSelf esteem is the opinion you have of yourself. It is based on
your attitude to the following:
Your value as a person
The job you do
Your achievements
How you think others see you
Your purpose in life
Your place in the world
Your potential for success Your strengths and weaknesses
Your social status and how you relate to others
Your independence or ability to stand on your own feet
I think this sums it up but you may be able to add a few other
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Organizational Roles
A roleisthe partanindividualplaysinthe work group.
It have formal requirement (Jon related and explicit) as
well as informal requirement (social and implicit)
The role a person plays is made up of the norms that the
groups has for the person filling a particular role.
Therefore role interaction between the person and thegroup have profound impacts on cohesiveness and group
performance.
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Basic Role Episode
Expected Role Sent role Perceived role Enacted Role
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Basic Role Episode details The basic role episode sequence suggest that people in a group
expect a person in a particular role to act in certain ways. (expected
role)Role expectation can lead to overload, will have negative consequence
They transmit these expectations formally and informally by theway of the sent role.
The individual perceive the role expectations with varying levels of
accuracy, Perceived role Then the individual enacts his or her role, Enacted Role
When errors creep into the role episode, however eitherroleambiguity or role conflict can result.
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Role Ambiguity
Role Ambiguity occurs when a person is unsure
about the exact nature of a particular job and the
expectations others have of the individuals are
unclear.
Inadequate job description, vague instructions from a
supervisor, or unclear cues from coworkers can all
result in role ambiguity.
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Role Conflict
Roleconflictarises whenexpectationsabouta
persons roleinthe group contradict oneanother.
This is another possible disruption, which arises
when demand of or message about roles are
essentially clear but also contradict one another
somewhat.
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Factors in role conflict
All those factors whcich determines the role
expectations are associated with role conflict in
an org. It can classified into three categories.
Namely:
1. Role Ambiguity
2. Organizational positions
3. Personal Characteristics
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Type of conflict Interrole conflict : can occur when a person experiences
conflict among two or more roles.
Intrarole conflict : can arises when a person getscontradictory message from different people in the samerole.
Intrasender conflict : the same person sends contradictory
message to the recipient. Person-role conflict : if there is some basic incongruence
between the person and his or her job
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Making Orgn. Role effective
By proper role prescription
Clarity in authority and responsibilityCreating proper atmosphere for individuals need
satisfaction.
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