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2. Survey Participation for Bonus Marks Email macresearcher9@gmail.com for survey linkmacresearcher9@gmail.com VIA Survey (3 rd party website) Wonderlic Personnel Test (3 rd party website) Creativity Assessment Break (additional Pilot Study) Creativity Assessment Additional questionnaires Submit Page 2

3. __________________________________ Agata Mirowska DeGroote School of Business 3

4. Course Layout: Three Levels of Analysis 1. Personal Skills Weeks 1, 2, 3, 4 2. Interpersonal Skills Weeks 5, 6, 7, 8 3. Group and Organizational Skills Weeks 9, 10, 11, 12 4

5. Managers From the Past Thing of managers/leaders/coaches you’ve had in the past: What made them exceptionally good? Exceptionally bad? What made you want to work for them? What qualities of theirs would you like to emulate? To avoid?

6. Learning and Personal Improvement Personal Effectiveness: The foundation of great management Most fundamental aspect of personal competence is to know yourself and to have a clear understanding of how you learn new skills and motivate yourself to improve your capability 6

7. Myths of Personal Effectiveness Learning comes with age and experience We know ourselves Growth opportunities lie solely in our weaknesses It’s not me, it’s them The best managers are hyper-organized and workaholics 7

8. Learning How to Learn Bandura’s social learning theory – learning of any new behavior is the result of three main factors : Perception: a person’s mental processes such as motivation, attention, self-regulation and self-efficacy Behavior: person’s response or action Environment: the physical and social environment surrounding an individual 8

9. Social Learning Theory P BE Mutual influence is referred to as reciprocal determinism Most learning is done through observation and modeling of the behaviors of others Perception (P) Behaviour (B) Environment (E) 9

10. Social Learning Theory What are practical implications of Social Learning Theory? The “Knowing Doing” Gap Importance of correct role models 10

11. Skill Building Activity Write your name 20 times with your dominant hand Now write your name 20 times with your non- dominant hand How did you do? Why is it difficult….you know how to write your name! 11

12. Four Critical Components Attention: First challenge of learning is to focus Find right models Isolate as specifically as possible the behaviors you hope to learn Retention Must be able to understand and remember what you have observed Relate to theory or framework to understand why 12

13. Four Critical Components Reproduction: Importance of practice or actual demonstration of a skill Cannot learn many things by just observing or reading (i.e. riding a bike, driving) Have to translate the images or descriptions into actual behavior Motivation: Why are you putting in the effort? i.e. past or promised reinforcements, vicarious reinforcement, even punishment 13

14. A Model of Self-Management Personal change is not a discrete, one time event but an ongoing process with multiple influences and possibly an infinite time period Hence the “Next Steps” portion of SAP #2 Hope vs. action Need to successfully manage self to be able to manage others 14

15. A Model of Self-Management 1. Self-Observation/Exploration Important first step Determine current state – thermostat analogy When/why/under what circumstances do you currently engage in certain behaviours? What works and what deters your desired behaviour? Learn from failures and mistakes! 15

16. A Model of Self-Management 2. Self Set Improvement Goals work because: In committing to a goal, a person devotes attention toward goal-relevant activities Goals energize people and affect persistence Give clear end to work towards Goals motivate people to use their knowledge to help them attain the goal Make goals known to others to increase commitment 16

17. A Model of Self-Management When Setting Goals: What does desired behaviour or outcome look like? Look to role-models Set LT objectives with ST goals along the way Goals Should Be SMART: Specific Measurable Attainable Relevant Time-bound 17

18. Example: New Year’s Resolution “I want to get in shape” Is this goal SMART? Specific Measureable Attainable Relevant Time-bound How would you re-phrase it? 18

19. A Model of Self-Management 3. Management of Cues Modify your environment Reminders and attention focusers 4. Positive Self-Talk and Rehearsal Practice new behaviour under expected conditions Create positive/confident frame of mind 5. Self-Reward and Punishment Reward small goals/milestones along the way to overall goal Rewards work better than punishment – why? 19

20. Putting It All into Practice 1. Know where you are currently 2. Set SMART goals for your change 3. Arrange your world so it focuses your attention and reminds you of your improvement plan and goals 4. Stay positive and rehearse the desired behaviors at every opportunity 5. Create your own rewards for accomplishing your targets 20

21. Skill Building Activity Individually set a GPA goal for this semester: Consider courses, prior grades, time constraints Create 2 goals that are SMART: Specific Measureable Attainable Relevant Time-bound

22. Individual Differences and Their Importance Ability : what a person is capable of doing Personality: represents the pattern of relatively enduring ways in which a person thinks, acts, and behaves Can include values, motives What influences behaviour more: personality or environment? 22

23. How Do I Think Critically and Analytically? Cognitive ability: capacity to learn and process cognitive information such as reading, comprehension, mathematical patterns and spatial patterns Examples of tests? GMA is positively correlated with job performance across a variety of contexts 23

24. How Well Do I Understand and Use Emotion? Emotional intelligence : refers to the ability to accurately identify emotions (in self and others) as well as understand and manage those emotions separately Can be trained Positively correlated with : Perceptions of leadership Coping with stress Job performance 24

25. Key Aspects of Emotional Intelligence Be able to accurately identify and express yours and others feelings Get in the right mood Positive moods related to productivity, relationships Predict the emotional future Recognize your emotional state so can deal with it in the future Do it with feeling Recognize how your actions affect others 25

26. Cultural Intelligence Cultural intelligence: represents a person’s capability to function effectively in situations characterized by cultural diversity What jobs would require high CQ? 26

27. Cultural Intelligence: 4 Sub Skills CQ-Strategy: how a person interprets and understands intercultural experiences CQ-Knowledge: person’s understanding of how cultures are similar and different CQ-Motivation: person’s interest in experiencing other cultures and interacting with people from different cultures CQ-Behavior: person’s capability to modify their own verbal and nonverbal behavior so it is appropriate for different cultures 27

28. What Are My Dominant Personality Traits? Big Five Dimensions 1. Extraversion 2. Emotional stability 3. Agreeableness 4. Conscientiousness 5. Openness to experience 28

29. Personality as a Predictor Conscientiousness (reliable, dependable) r =.23 Extroversion (outgoing, friendly) r =.10 -.26 Emotional Stability (anxious, tense) r =.07 Agreeableness (team player, works well with others) r =.06 Openness to Experience (inquisitive) r = 0 (performance) r =.25 (training proficiency) Seems to be context-dependent

30. What Are My Personality Preferences? People’s behavior is rarely random but reflects a stable pattern of personal preferences Can act against these preferences but may require more energy, focus, effort Large percentages of people in certain occupations tend to share similar preferences No direct link to job performance 30

31. What Are My Personality Preferences? Four Major Preference Areas 1. Extraversion (E) or Introversion (I) Preferred direction of energy and attention 2. Sensing (S) or Intuition (N) Preferred method of taking in or seeking information 3. Thinking (T) or Feeling (F) Preferred method of making decisions 4. Judgment (J) or Perception (P) Preferred orientation to the external world 31

32. What Are My Core Values? Individual’s value system Enduring beliefs about what’s most important in the world Non-negotiable deeply held beliefs There is a small # of values and people differ on degree to which they possess each 32

33. What Are My Core Values? One of the most important ways values awareness operates is attempting to determine compatibility and fit with others in jobs, occupations and organizations Occupational fit condition that exists when there is relative agreement among the parties about what is most important What happens if poor fit? 33

34. What is My Preferred Career Orientation? Career orientation: preference for a specific type of occupation and work context Importance of self-awareness! 34

35. What is My Preferred Career Orientation? 35

36. Career Orientations Figure 1.2 36

37. Important Self-Awareness Issues Assessment results are simply feedback, not value judgments Thousands of self-assessments exist but many have questionable legitimacy Preferences are choices we make about how we perceive the world and function best in it Look for patterns and consistency across your assessments 37

38. Involve Others: Seek Regular Feedback Major obstacle to seeking feedback is fear Multi-source feedback – enhances self-knowledge and improves managerial behavior This is where SAP #1 and #2 fit in Increase self-awareness Get feedback in safe environment Better to get feedback from friends/colleagues/instructor now than boss later! 38

39. Focus on Strengths, Not Just Weaknesses Most productive to place focus on strengths and the things you can realistically change Better return on interventions aimed at enhancing strengths rather than correcting weaknesses Positive Organizational Behaviour Positive Organizational Scholarship 39

40. Skill Building Activity Look at list of Big 5 Personality traits (Page 21, Table 1.5) – which traits do you think you will be high/low on? Look at Jung’s personality preferences (Page 22) – which profile do you think will best represent you? Look at Holland’s Career Preferences (Page 24, Table 1.6) – which types of occupations do you think are best suited for you? List a few occupations that you think fit you best based on this prediction Write down and hand in to me 40

41. Skill Building Activity Before next week’s class, take the first three self- assessments available in an Excel file at http://www.business.mcmaster.ca/hrlr/profs/mcateer/ or you can access Dr. McAteer’s website through the faculty link directory on the DeGroote School of Business webpage at http://www.degroote.mcmaster.ca/ : http://www.business.mcmaster.ca/hrlr/profs/mcateer/http://www.degroote.mcmaster.ca/ Personality Traits Big 5: IPIP-NEO Personality Preferences: The MBTI: Champagne & Hogan Career Orientation: The Career Key: O*NET Skills Profiler Bring in these results for next class!!! 41