PROFESSIONAL DEVELOPMENT FOR

STRATEGIC MANAGERS

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Introduction

Every individual has some skills. Some are god gifted, some we got to learn with the

passage of time. Good personal skills result in good perception of the staffs regarding a

strategic manager’s behaviour and successful attainment of the organisational goals. It

helps a lot in making a work unit productive and successful in hitting the set targets. The

skills of the employees determine the quality of the customer service and customer

retention. Difference of managerial skills results in differences of working environment,

modification in employees views of their managers. Consequently, change in the pace of

work and the rate of organisational success as well.

Professional skills are a key to be a successful manager. Leadership and human behaviour

work hand in hand. To be a successful manager, we should understand our employee’s and

work with them to resolve their problems.

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Task 1: Criteria covered: 1.1, 1.2 Assess the following personal and professional skills in you, using selected instruments / questionnaires.

Personal Skills: a. Stress Management (Frazzle Factor) b. Communication Skills c. Attitude d. Personality.

Professional Skills: a. Leadership potential b. Personal Effectiveness c. Decision Making d. Conflict Resolution

Personal Skillsa. Stress Management (Frazzle Factor)

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What is Stress?Stress is a dynamic condition in which an individual is confronted with an opportunity, a demand, or a resource related to what the individual desires and for which the outcome is perceived to be both uncertain and important.Stress occurs when the human body experiences a lack of equilibrium that is perceived as threatening by that individual.

Certain psychological conditions that can evoke stress are: loss of control new situations unpredictability a threat to the ego anticipation of negative consequences ambiguous situations

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Model of stress

Four types of stress have been identified to show the importance of achieving a healthy balance between ourselves and our environment:

•Overstress (too much stress)•Under stress (too little stress)•Eustress (good stress, balance right)•Distress (bad stress)

Benefits of Stress•Pressure and stress help to motivate us e.g. to learn, to achieve, be more productive, achieve our goals, to study for exams, pass our driving test, be more successful etc. •Pressure and arousal stimulate us to get things done. •Pressure and demands from situations and people challenge us to achieve more than we might otherwise attain.•Stress and tension can be used in creative ways to make use of energy that would otherwise be lost through distress •Pressure, stress and arousal can be the vital ingredient that stimulates personal growth. •Stress has a positive function in that it can act as a warning signal, rather like the red light on your car dashboard, which encourages you to be alert, prepared and ready to act

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Consequences of StressIllness can be caused due to chronic stress, especially if the stress occurs in tandem with familial, environmental, hereditary and personal factors that encourage its presence.Such illnesses can arise in a variety of areas:

dermal (eczema) cardiovascular (hypertension) cognitive (memory problems) pulmonary (asthma) psychological (anxiety) neurological (frequent headaches) immunological (infections) gastrointestinal (ulcers)

Impacts of Stress Management in OrganisationsHigh Staff Turnover and Recruitment CostsThis is, perhaps, the most common of the organisational consequences of stress. Stressed employees do not tend to enjoy their working environment. While some may have the confidence to seek their employer’s help in combating the stress, others may feel they have no option but to leave the organisation and remove them from the stressful situation; sometimes as a result of medical advice. Also, employees who seek help may not receive the help they require and so choose to leave the organisation. Unfortunately, many organisations make no attempt to ascertain the true reason for an employee’s resignation and so never realise that their organisation has an issue with stress.

High Absenteeism Stressed individuals tend to experience more illness and so take more time off due to illness. Absenteeism can also be the result of staff feeling that they simply cannot cope with going into work so they attempt to escape the stressful situation by remaining in the safety of their own home. In many instances, these staff will make it into work but will be unable to contribute much. They are physically present but psychologically they are elsewhere. This is referred to as Presenteeism.These factors are usually just attributed to poor discipline on the employee’s part. Where organisations recognise absenteeism and presenteeism as organisational consequences of stress, they are able to take corrective action, to the benefit of both staff and the organisation, before things escalate out of control.

Reduced Productivity LevelsAs exposure to stress is prolonged and chronic fatigue kicks in, it becomes more difficult for the employee to work to an optimum level. As fatigue sets in, concentration and motivation levels drop. This leads to mistakes creeping in to their work. It also takes longer to complete tasks. The quantity and quality of the employee’s work begins to suffer. This lowers the productivity levels of the company.

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Increased Health and Safety IssuesThis is more common in workplaces which are more manual in nature. Employees tend to take more risks and suffer poorer concentration when they are stressed. This combination is a recipe for increased accidents which in turn increase litigation, insurance and medical costs for the organisation.

LitigationOrganisations have a legal obligation to provide a safe and healthy workplace for their employees. This can include adequate training, safe work practices, and a workplace free from bullying and harassment. Where an employee experiences stress due to the organisation failing to meet its legal obligations; the employee may seek a legal remedy. This may result in costly legal proceedings and damage to the organisations reputation. Of all the organisational consequences of stress, the one which best motivate organisations to take action is the threat of litigation.

Reputational DamageThe reputation of the organisation is damaged by the culture of stress which can develop as a result of the failure to manage stress at both an organisational and individual level. It doesn’t take long for a company to develop such a reputation; though it can take a long time to lose this reputation. With reduced productivity levels and the decreased performance of staff a culture of poor customer service can develop.

Increased Training CostsAs a result of higher staff turnover, more induction courses are required. The organisation may also have to spend more on interpersonal skills, health and safety and stress management training.The organisational consequences of stress arise due to the failure to manage stress at both the organisational and individual levels. A culture of stress can soon develop with many damaging consequences for the organisation. Where such a culture has developed there is no quick fix solution for the organisation. The organisational consequences of stress are best avoided by adopting a stress management culture in the organisation requiring the ‘buy-in’ of both management and staff.

Managing StressThere are many ways to manage unhealthy stress in your life. The key to stress reduction is identifying strategies that work for you. Because each person is unique, some of these stress management strategies will be more helpful for you than others, and some will be new skills that require practice to be effective. Think about learning to ride a bicycle. There was a time when this was a new skill and felt very unnatural and awkward. You probably needed help at first. With some coaching and practice, stress management, like cycling or any other skill, becomes easier and more effective.

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1. Take a Deep BreathStress often causes us to breathe in a shallow manner, and this in turn almost always causes more stress. Shallow breathing puts less oxygen in the bloodstream, which leads to an increase in muscle tension. As a result, one may experience headaches, or may feel more anxious and uptight. The more you practice deep breathing, the more effective a stress-reduction technique it becomes.

2. Manage Your TimeOne of the greatest sources of stress is over-commitment or poor time management. Plan ahead. Make a reasonable schedule for yourself and include time for stress reduction as a regular part of your schedule.

3. Take a "One-Minute Vacation"When you have the opportunity, take a moment to close your eyes and imagine a place where you feel relaxed and comfortable. Notice all the details of this place, including pleasant sounds, smells, and temperature. Imagining a quiet scene can take you out of the turmoil of a stressful situation.

Self-EvaluationMy personal evaluation score for stress management (Frazzle Factor) was 14. This shows that I am in broad normal range. Like most people I get angry occasionally, but usually with some justification. Sometimes I take overt action, but I am not likely to be unreasonably or excessively aggressive.I could work on my stress by:

Read Bible Take a nature walk — listen to the birds, identify trees and flowers

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b. Communication Skills

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Communication refers to the special process that makes interaction within humankind possible and enables individuals to be social beings. Communication is a process involving interchange of facts.

Types of CommunicationCommunication may be classified on more than one basis. The important among them are:

1. On the basis of relationship between the parties concerned, communication may be (a)Formal CommunicationFormal communication is a communication through the formal channels established by the management. Information flows through the lines of authorities established in the firm. The path of communication is connected with the status or position of the persons.

(b)Informal CommunicationInformal communication is a communication that follows outside the formal channels. It is free from all sorts of formalities. It is based on the social relationship among the members. It is built on the informal relationships between the two parties. It does not follow the lines of authority. It is the result of the desires of the people to communicate.

2. On the basis of direction of messages, communication may be (a)Downward CommunicationCommunication is from the higher to the lower level of management. It takes place between a superior and subordinate. It starts from the manager and is directed towards the subordinates. It is also known as vertical communication. This type of

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communication is needed for getting things done by the workers, maintaining better understanding with the subordinates.

(b)Upward CommunicationIn upward communication the information flows from the lower level to the higher levels of authority. It passes from the subordinate to the superior.

(c)Horizontal CommunicationInformation which flows between people of equal status in the organisation is sideward or horizontal or lateral communication. It is usually inter-departmental communication.

(d)Diagonal CommunicationIt means communication between people in the different departments, holding a higher position than the other. This channel of communication is least used. It takes place when a member cannot communicate effectively through other channels. It helps to save time and speed up action.

3. On the basis of the methods used, communication may be (a)Verbal and (b)Non-verbal(a)Verbal CommunicationVerbal communication (vocal included) contributes to 45% of our communication. It involves the use of language and meaning (either oral or written). Normally the words used in communication are concrete or abstract. Concrete words represent an object (eg. Chair) and hence convey ideas easily. Abstract words, on the other hand, have a built-in- ambiguity because the ideas conveyed by such words are subjective and so effectiveness of communication is in question (eg. beauty, intelligence etc.). Thus, while concrete words can be compared to a sharp tool, abstract words are often compared to a blunt instrument.

Role of jargons is also crucial in determining the effectiveness of communication. While jargons help to communicate easily in a homogeneous group, excessive use of there can hinder communication. Use of jargons has to be minimized while communicating to someone who is not familiar with the terms. Verbal communication becomes effective through the choice of right words & emphasis of the same. There should be an optimum use of pauses, non-words and phrases because excessive use of these leads to distraction of the receiver.

(b)Non-Verbal CommunicationNon-verbal communication includes body language, gestures, facial expressions, and even posture. Non-verbal communication sets the tone of a conversation, and

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can seriously undermine the message contained in your words if you are not careful to control it. (c)Written CommunicationWritten communication is essential for communicating complicated information, such as statistics or other data that could not be easily communicated through speech alone. Written communication also allows information to be recorded so that it can be referred to at a later date. When producing a piece of written communication, especially one that is likely to be referred to over and over again, you need to plan what you want to say carefully to ensure that all the relevant information is accurately and clearly communicated.

Written communication must be clear and concise in order to communicate information effectively. A good written report conveys the necessary information using precise, grammatically correct language, without using more words than are needed.

By improving verbal, non-verbal, and written communication skills, one can become more successful in all areas of business. Whether you are managing others or working as part of a team, the ability to communicate effectively can improve relations with colleagues and help you all to work more effectively together.

Communication ProcessThe main components of communication process are as follows:

1. Context Communication is affected by the context in which it takes place. This context may be physical, social, chronological or cultural. Every communication proceeds with context. The sender chooses the message to communicate within a context.

2. Sender / Encoder Sender / Encoder is a person who sends the message. A sender makes use of symbols (words or graphic or visual aids) to convey the message and produce the required response. Sender may be an individual or a group or an organization. The views, background, approach, skills, competencies, and knowledge of the sender have a great impact on the message. The verbal and non-verbal symbols chosen are essential in ascertaining interpretation of the message by the recipient in the same terms as intended by the sender.

3. Message Message is a key idea that the sender wants to communicate. It is a sign that elicits the response of recipient. Communication process begins with deciding about the message to be conveyed. It must be ensured that the main objective of the message is clear.

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4. Medium Medium is a means used to exchange / transmit the message. The sender must choose an appropriate medium for transmitting the message else the message might not be conveyed to the desired recipients. The choice of appropriate medium of communication is essential for making the message effective and correctly interpreted by the recipient. This choice of communication medium varies depending upon the features of communication.

5. Recipient / Decoder Recipient / Decoder is a person for whom the message is intended / aimed / targeted. The degree to which the decoder understands the message is dependent upon various factors such as knowledge of recipient, their responsiveness to the message, and the reliance of encoder on decoder.

6. Feedback Feedback is the main component of communication process as it permits the sender to analyse the efficacy of the message. It helps the sender in confirming the correct interpretation of message by the decoder. Feedback may be verbal (through words) or non-verbal (in form of smiles, sighs, etc.). It may take written form also in form of memos, reports, etc.

Styles and Communication In organizations we often encounter people possessing difference styles of management. Each style has to be dealt with in a way such that the desired response it achieved.

1. Result Style – Officers possessing this style are action oriented and make quick decision with available data. While communicating with such people, use concrete words as much as possible; be brief, state what you want precisely, supply necessary information and wait for an answer.

2. Reasons Style – Officers with this style are very logical and rely on rational decision on making. While communicating with such people, introduce the topic in a rational manner with all supporting information.

3. Process Style – Affiliation orientation forms the basis of this style. Officers with this style are informal and try to find solution that is agreeable to all parties concerned. Be as informal as possible, introduce the topic with ample information regarding the background and motivate for an answer.

How to Communicate Effectively?Connect

a. Establish bond with peopleb. Pay attention to people’s facial expressions, body language, and tone of voice.c. See things from the other person’s point of view.d. Adjust your communication style to match theirs.

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e. Avoid criticizing, making negative judgments, or saying that the other person is wrong.

f. Show interest in the other person’s interests and concerns.

Listena. Encourage people to talk.b. Show your willingness to listen. Minimize distractions. Attend to the other person

with your whole body (your body language, eyes, and facial expressions).Nod your head and give verbal cues to communicate that you are paying attention.

c. Ask open-ended questions.d. Listen to what people are trying to communicate, not just to what they are saying.

Listen to their emotions. Listen also to what they want.e. Check to make sure you understand. Use your own words to reflect what you have

heard and noticed.

Communicatea. Speak with sincerity and conviction.b. Be sensitive to other people’s communication style.c. Know what you want to accomplish. Do you want people to understand your

position? Lend their support? Approve your request?d. Listen at least as much as you talk.e. Attune what you say with how you say it. Keep your messages fitting with your tone

of voice, facial expression, and body language.

Speaka. Project confidence.b. Connect with your audience.c. Keep it short and simple. Most communication can accomplish only one objective,

develop three main points, and hold people’s attention only so long.d. Ask for feedback; was the message understood.

Communication in Organizations Has the Following Rolea. Helps in fostering motivationb. Aids in the function of controlc. Provides information for making decisionsd. Gives vent to one's feelingse. Helps in the satisfaction of social needs

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c. AttitudeEach of us has a mental framework which we use to frame our view of life, to give events and experiences a consistent meaning. This is a part of the personality known as the Attitude. It enables us to interpret reality in a consistent way.

Psychologists define attitudes as a learned tendency to evaluate things in a certain way. This can include evaluations of people, issues, objects or events. Such evaluations are often positive or negative, but they can also be uncertain at times. For example, you might have mixed feelings about a particular person or issue.

Attitudes are evaluations people make about objects, ideas, events, or other people. Attitudes can be positive or negative. Explicit attitudes are conscious beliefs that can guide decisions and behaviour. Implicit attitudes are unconscious beliefs that can still influence decisions and behaviour. Attitudes can include up to three components: cognitive, emotional, and behavioural.

The Seven AttitudesAs with all personality components, there are seven possible types of attitude- seven ways of framing life. We can probably relate to all of them to some extent, but our personality will be marked by one dominant Attitude.

ATTITUDE POSITIVE NEGATIVEStoicism Tranquillity ResignationScepticism Investigation SuspicionDenigration Contradiction DenigrationPragmatism Practicality DogmatismIdealism Coalescence NaïvetéSpiritualism Verification CredulityRealism Perceptiveness Supposition

Structure of AttitudesAttitudes structure can be described in terms of three components.

Affective component: this involves a person’s feelings / emotions about the attitude object. For example: “I am scared of spiders”.Behavioural (or cognitive) component: the way the attitude we have influences how we act or behave. For example: “I will avoid spiders and scream if I see one”.Cognitive component: this involves a person’s belief / knowledge about an attitude object. For example: “I believe spiders are dangerous”.This model is known as the ABC model of attitudes.

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One of the underlying assumptions about the link between attitudes and behaviour is that of consistency. This means that we often or usually expect the behaviour of a person to be consistent with the attitudes that they hold. This is called the principle of consistency.

The principle of consistency reflects the idea that people are rational and attempt to behave rationally at all times and that a person’s behaviour should be consistent with their attitude(s). Whilst this principle may be a sound one, it is clear that people do not always follow it, sometimes behaving in seemingly quite illogical ways; for example, smoking cigarettes and knowing that smoking causes lung cancer and heart disease.

Importance of Positive Attitude1. Better mental health because you are better able to cope with stressful situations

at work 2. Ability to inspire and motivate self and others.3. Ability to turn every challenge into an opportunity, or make less than ideal

situations into better ones.4. Seen as role models and garner more respect.5. Other employees around you will also adopt a positive work attitude making it

easier for everyone to get along in the workplace.6. Perceived as a leader and get more special projects to work on.7. You expect positive outcomes and results, and you usually get them, resulting in

more success at work.8. Ability to stick to activities and see them through.9. Resilience – ability to bounce back from setbacks.

Self-Evaluation My score for attitude towards change is 4.1. A score of 4 greater reflects a positive attitude toward change.

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d. Personality

(source-http://talent.linkedin.com/blog/wp-content/uploads/2014/01/eggs-with-personality.jpg) In some ways we are all the same. We all have the same human nature. We share a common humanity. We all have human bodies and human minds, we all have human thoughts and human feelings.Yet in other ways we are all completely different and unique. No two people are truly alike. No two people can ever have the same experience of life, the same perspective, the same mind.

Personality DefinedPersonality can be defined as consistency in a person’s way of being — that is, long-term consistency in their particular ways of perceiving, thinking, acting and reacting as a person. Or to put it another way:“Your personality style is your organizing principle. It propels you on your life path. It represents the orderly arrangement of all your attributes, thoughts, feelings, attitudes, behaviour’s, and coping mechanisms. It is the distinctive pattern of your psychological functioning—the way you think, feel, and behave—that makes you definitely you.”

Personality Theories1. Trait Theory

The personality theory states that in order to understand individuals, we must break down behavioural patterns into a series of observable traits. The five broad

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personality traits described by the theory are extraversion, agreeableness, openness, conscientiousness, and neuroticism.

Five categories are usually described as follows:1. Extraversion: This trait includes characteristics such as excitability, sociability, talkativeness, assertiveness and high amounts of emotional expressiveness.

2. Agreeableness: This personality dimension includes attributes such as trust, altruism, kindness, affection, and other prosocial behaviours.

3. Conscientiousness: Common features of this dimension include high levels of thoughtfulness, with good impulse control and goal-directed behaviours. Those high in conscientiousness tend to be organized and mindful of details.

4. Neuroticism: Individuals high in this trait tend to experience emotional instability, anxiety, moodiness, irritability, and sadness.5. Openness: This trait features characteristics such as imagination and insight, and those high in this trait also tend to have a broad range of interests.

Each of these five factors is actually a sort of mega pair of opposites:i. Extraversion v. introversionii. Openness v. closenessiii. Neuroticism v. emotional stabilityiv. Agreeableness v. hostilityv. Conscientiousness v. spontaneity

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We are all variations on the same five themes, and these variations define our personality traits. We each have our own scores on the same five scales. An introvert, for example, is simply someone who scores low on the extroversion scale.

2. Myer Brigg’s TheoryThe Myers Briggs model of personality was developed by Katherine Briggs and Isabel Briggs Myers, and is based on four preferences:

i. E or I (Extraversion or Introversion)ii. S or N (Sensing or intuition)

iii. T or F (Thinking or Feeling)iv. J or P (Judgment or Perception)

There are sixteen Myers Briggs personality types.The Four Preferences in More Detaila. Where, primarily, do you prefer to direct your energy?If you prefer to direct your energy to deal with people, things, situations, or "the outer world", then your preference is for Extraversion. This is denoted by the letter "E".If you prefer to direct your energy to deal with ideas, information, explanations or beliefs, or "the inner world", then your preference is for Introversion. This is denoted by the letter "I".

b. How do you prefer to process information?If you prefer to deal with facts, what you know, to have clarity, or to describe what you see, and then your preference is for Sensing. This is denoted by the letter "S".

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If you prefer to deal with ideas, look into the unknown, to generate new possibilities or to anticipate what isn't obvious, and then your preference is for Intuition. This is denoted by the letter "N" (the letter I has already been used for Introversion).

c. How do you prefer to make decisions?If you prefer to decide on the basis of objective logic, using an analytic and detached approach, then your preference is for Thinking. This is denoted by the letter "T".If you prefer to decide using values and/or personal beliefs, on the basis of what you believe is important or what you or others care about, then your preference is for Feeling. This is denoted by the letter "F".

d. How do you prefer to organise your life?If you prefer your life to be planned, stable and organised then your preference is for Judging. This is denoted by the letter "J".If you prefer to go with the flow, to maintain flexibility and respond to things as they arise, then your preference is for Perception. This is denoted by the letter "P".

16 TypesWhen we put these four letters together, we get our personality type code, and there are sixteen combinations.

1. INFP

INFPs are imaginative idealists, guided by their own core values and beliefs. To a Healer, possibilities are paramount; the realism of the moment is only of passing concern. They see potential for a better future, and pursue truth and meaning with their own individual flair.

INFPs are Sensitive Caring Compassionate Creative Often artistic Individualistic Non-judgmental

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Deeply concerned with the personal growth of themselves and others.

INFPs believe that each person must find their own path. They enjoy spending time exploring their own ideas and values, and are gently encouraging to others to do the same. They enjoy finding new outlets for self-expression.

Recognizing an INFPINFPs may initially seem cool, as they reserve their most authentic thoughts and feelings for people they know well. They are reflective and often spiritual, and often interested in having meaningful conversations about values, ethics, people, and personal growth. Typically curious and open-minded, the Healer continually seeks a deeper understanding of themselves and of the people around them. They are passionate about their ideals, but private as well; few people understand the depth of the INFP’s commitment to their beliefs.

INFPs are Empathetic Engage themselves in a lifelong quest for meaning and authenticity they are more excited by interesting ideas than by practical facts They typically accept others without question, and may take special interest in

offbeat points of view or alternative lifestyles They often have a special affection for the arts.

2. INFJ

INFJs are creative nurturers with a strong sense of personal integrity and a drive to help others realize their potential. Creative and dedicated, they have a talent for helping others with original solutions to their personal challenges.

The Counsellor has a unique ability to intuit others' emotions and motivations, and will often know how someone else is feeling before that person knows it himself. They trust their insights about others and have strong faith in their ability to read people. Although they are sensitive, they are also reserved; the INFJ is a private sort, and is selective about sharing intimate thoughts and feelings.

Recognizing an INFJ

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INFJs often appear quiet, caring and sensitive, and may be found listening attentively to someone else’s ideas or concerns.

They are highly perceptive about people and want to help others achieve understanding.

INFJs are not afraid of complex personal problems; in fact, they are quite complex themselves, and have a rich inner life that few are privy to.

They reflect at length on issues of ethics, and feel things deeply. Because counsellors initially appear so gentle and reserved, they may surprise others with their intensity when one of their values is threatened or called into question. Their calm exterior belies the complexity of their inner worlds.

Because INFJs are such complex people, they may be reluctant to engage with others who might not understand or appreciate them, and can thus be hard to get to know.

Although they want to get along with others and support them in their goals, they are fiercely loyal to their own system of values and will not follow others down a path that does not feel authentic to them.

When they sense that their values are not being respected, or when their intuition tells them that someone’s intentions are not pure, they are likely to withdraw.

3. INTJ

INTJs are analytical problem-solvers, eager to improve systems and processes with their innovative ideas. They have a talent for seeing possibilities for improvement, whether at work, at home, or in themselves.

INTJs enjoy logical reasoning and complex problem-solving. They approach life by analysing the theory behind what they see, and are typically

focused inward, on their own thoughtful study of the world around them. INTJs are drawn to logical systems and are much less comfortable with the

unpredictable nature of other people and their emotions. They are typically independent and selective about their relationships, preferring to

associate with people who they find intellectually stimulating.

Recognizing an INTJ INTJs are typically reserved and serious, and seem to spend a lot of time thinking.

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They are curious about the world around them and often want to know the principle behind what they see.

They thoroughly examine the information they receive, and if asked a question, will typically consider it at length before presenting a careful, complex answer.

INTJs think critically and clearly, and often have an idea about how to do something more efficiently. They can be blunt in their presentation, and often communicate in terms of the larger strategy, leaving out the details.

Although INTJs aren’t usually warm or particularly gregarious, they tend to have a self-assured manner with people based on their own security in their intelligence.

They relate their ideas with confidence, and once they have arrived at a conclusion they fully expect others to see the wisdom in their perceptions.

They are typically perfectionists and appreciate an environment of intellectual challenge.

They enjoy discussing interesting ideas, and may get themselves into trouble because of their take-no-prisoners attitude: if someone’s beliefs don’t make logical sense, the Mastermind typically has no qualms about pointing that out.

4. INTP

INTPs are philosophical innovators fascinated by logical analysis, systems, and design Preoccupied with theory, and search for the universal law behind everything they

see. Detached Analytical observers who can seem oblivious to the world around them because they

are so deeply absorbed in thought. They spend much of their time focused internally: exploring concepts, making

connections, and seeking understanding. They want to understand the unifying themes of life, in all their complexity. To the Architect, life is an on-going inquiry into the mysteries of the universe.

Recognizing an INTP

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INTPs are often thoroughly engaged in their own thoughts, and usually appear to others to be offbeat and unconventional.

The INTP’s mind is a most active place, and their inward orientation can mean that they neglect superficial things like home décor or appropriate clothing.

They don’t tend to bother with small talk but can become downright passionate when talking about science, mathematics, computers, or the larger theoretical problems of the universe.

Reality is often of only passing interest to the Architect, as they are more interested in the theory behind it all.

INTPs are typically precise in their speech, and communicate complex ideas with carefully chosen words. They insist on intellectual rigor in even the most casual of conversations, and will readily point out inconsistencies of thought or reasoning.

Social niceties may fall by the wayside for an INTP who is more interested in analysing logic, and they may offend others by submitting their dearly held values and beliefs to logical scrutiny.

5. ENTP

ENTPs are inspired innovators Motivated to find new solutions to intellectually challenging problems. curious and clever they seek to comprehend the people, systems, and principles that surround them Open-minded and unconventional

Visionaries want to analyse, understand, and influence other people. ENTPs enjoy playing with ideas and especially like to banter with others.

They use their quick wit and command of language to keep the upper hand with other people, often cheerfully poking fun at their habits and eccentricities.

While the ENTP enjoys challenging others, in the end they are usually happy to live and let live.

They are rarely judgmental, but they may have little patience for people who can't keep up.

Recognizing an ENTP ENTPs are typically friendly and often charming.

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They usually want to be seen as clever and may try to impress others with their quick wit and incisive humour.

They are curious about the world around them, and want to know how things work. However, for the ENTP, the rules of the universe are made to be broken.

They like to find the loopholes and figure out how they can work the system to their advantage.

This is not to say the Visionary is malicious: they simply find rules limiting, and believe there is probably a better, faster, or more interesting way to do things that hasn’t been thought of before.

The ENTP is characteristically entrepreneurial and may be quick to share a new business idea or invention.

They are confident and creative, and typically excited to discuss their many ingenious ideas.

The ENTP’s enthusiasm for innovation is infectious, and they are often good at getting other people on board with their schemes. However, they are fundamentally “big-picture” people, and may be at a loss when it comes to recalling or describing details.

They are typically more excited about exploring a concept than they are about making it reality, and can seem unreliable if they don’t follow through with their many ideas.

6. ENTJ

ENTJs are Strategic leaders Motivated to organize change They are quick to see inefficiency and conceptualize new solutions, and enjoy

developing long-range plans to accomplish their vision They excel at logical reasoning Usually articulate Quick-witted.

ENTJs are analytical and objective, and like bringing order to the world around them. When there are flaws in a system, the ENTJ sees them, and enjoys the process of discovering and implementing a better way.

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ENTJs are assertive and enjoy taking charge They see their role as that of leader and manager, organizing people and processes to

achieve their goals.

Recognizing an ENTJ ENTJs are natural leaders, and often take charge no matter where they are. They typically have a clear vision for the future, and intuitively understand how to

move people and processes towards that goal. They tend to approach every situation with the attitude of an efficiency analyst, and

are not shy about pointing out what could be done better. For the ENTJ, their ideas are a foregone conclusion: it’s just a matter of time before

they can move the players to get everything accomplished. ENTJs are often gregarious, and seem to have an idea for how a person will fit into

their grand scheme from the moment they are introduced. They are typically direct and may seem presumptuous or even arrogant; they size

people and situations up very quickly, and have trouble being anything but honest about what they see.

ENTJs are sensitive to issues of power, and seek positions and people of influence. They are characteristically ambitious, and often very engaged in their careers. ENTJs enjoy their work, and may even say that working is what they do for fun.

7. ENFJ

ENFJs are idealist organizers, driven to implement their vision of what is best for humanity.

They often act as catalysts for human growth because of their ability to see potential in other people and their charisma in persuading others to their ideas.

They are focused on values and vision, and are passionate about the possibilities for people.

typically energetic and driven tuned into the needs of others and acutely aware of human suffering They also tend to be optimistic and forward-thinking, intuitively seeing opportunity

for improvement. The ENFJ is ambitious, but their ambition is not self-serving: rather, they feel

personally responsible for making the world a better place.

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Recognizing an ENFJENFJs are natural teachers, often found organizing people to take part in some educational activity.

They tend to take charge of a situation, and guide a group towards those activities and experiences which will help them learn and grow.

They intuitively see the potential in people, and with charisma and warmth, they encourage others to pursue greater development of their strengths.

They are typically dynamic and productive, and are often visibly energized when leading others to discover new knowledge.

ENFJs are typically good communicators, talented at using words to connect with others.

They are perceptive about people and enjoy talking about relationships. They often enjoy helping others solve personal problems and like to share their

insights about people, their emotions, and their motivations. They are empathetic sometimes to the point of being over involved, and can become

exhausted if they are surrounded by too much negative emotion.

8. ENFP

ENFPs are people-centred creators with a focus on possibilities and a contagious enthusiasm for new ideas, people and activities.

Energetic, warm, and passionate, ENFPs love to help other people explore their creative potential.

ENFPs are typically agile and expressive communicators, using their wit, humour, and mastery of language to create engaging stories.

Imaginative and original, ENFPs often have a strong artistic side. They are drawn to art because of its ability to express inventive ideas and create a

deeper understanding of human experience.

Recognizing an ENFP ENFPs love to talk about people: not just the facts, but what motivates them, what

inspires them, and what they envision achieving in life. They’ll often share their own aspirations freely, and want to hear others’ in return.

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The ENFP is unlikely to judge anyone’s dream, and will discuss the most imaginative and outlandish of fantasies with warm, enthusiastic intensity.

They love to explore creative possibilities, and nothing deflates them faster than talking about dry facts or harsh reality.

ENFPs often seem unconventional, and may come off as scattered; they don’t tend to be in touch with their physical surroundings.

They often overlook the details, as they are more likely to focus on connecting with other people or on exploring their own imagination and self-expression.

They have little patience for the mundane and want to experience life with intensity and flair.

ENFPs often have an artistic streak, and may be artistic in appearance. Many have developed a distinctive and quirky personal style.

9. ESFP

ESFPs are vivacious entertainers who charm and engage those around them. They are spontaneous, energetic, and fun-loving, and take pleasure in the things

around them: food, clothes, nature, animals, and especially people. ESFPs are typically warm and talkative and have a contagious enthusiasm for life. They like to be in the middle of the action and the centre of attention. They have a playful, open sense of humour, and like to draw out other people and

help them have a good time.

Recognizing an ESFP ESFPs are often the life of the party, entertaining and engaging others with humour

and enthusiasm. They notice whether other people are having fun, and do their best to create a good

time for all. Typically at home in their physical environment, ESFPs may take the lead in getting

everyone involved in some active diversion. ESFPs are generally friendly and likable, but can be hard to get close to; although

they tend to be very open, they are reluctant to be serious or to talk about anything negative.

ESFPs are tuned into their senses, and often gravitate towards pleasing colors and textures in their environments.

They often carefully choose fabrics and decorations with which to surround them.

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This attention also often translates into their appearance; ESFPs are often dressed in sensuous fabrics or bright, dazzling colors.

They are often up on the latest trends, and like to excite the people around them with new environments and experiences.

10. ESFJ

ESFJs are conscientious helpers sensitive to the needs of others energetically dedicated to their responsibilities highly attuned to their emotional environment Attentive to both the feelings of others and the perception others have of them. ESFJs like a sense of harmony and cooperation around them, and are eager to please

and provide. Generous with their time, effort, and emotions. They often take on the concerns of others as if they were their own, and will attempt

to put their significant organizational talents to use to bring order to other people's lives

Recognizing an ESFJ ESFJs may often be found playing host or hostess. They tend to take on the role of

organizer without hesitation, and want to be sure that everyone is taken care of. Roles such as committee leader, event planner, and church volunteer suit the ESFJ well.

They are typically engaged with their communities and work hard to do their part in maintaining the social order. ESFJs are interested in other people and like to know the details of their lives. Gossip is a favourite pastime of many ESFJs; they love to share stories about the people around them.

ESFJs have a clear moral code that guides their behaviour and their expectations from others.

They often have strong opinions about how people should behave and the proper thing to do.

Manners and other codes of social interaction are often of great interest to ESFJs. They may think in terms of black and white, right and wrong. They can be judgmental

of others who they do not think is acting appropriately, but they having the best of intentions: they simply want everyone to follow the rules so they can all get along.

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The ESFJ wants things to be all right with the people around them, and may become very involved with others’ problems and concerns.

11. ESTJ

ESTJs are hardworking traditionalists, eager to take charge in organizing projects and people.

Orderly, rule-abiding, and conscientious, ESTJs like to get things done, and tend to go about projects in a systematic, methodical way.

ESTJs are the consummate organizers, and want to bring structure to their surroundings.

They value predictability and prefer things to proceed in a logical order. When they see a lack of organization, the ESTJ often takes the initiative to establish processes and guidelines, so that everyone knows what's expected.

Recognizing an ESTJ ESTJs command a situation, with the sense that they know how things should go and

are ready to take charge to make sure that it happens. They are task-oriented and put work before play. Confident and tough-minded, the

ESTJ appears almost always to be in control. ESTJs appreciate structure and often begin to organize as soon as they enter a room.

They want to establish the ground rules and make sure everyone does what they’re supposed to.

ESTJs are often involved in institutions: clubs, associations, societies, and churches, where they usually take a leadership role. They typically connect with others through sharing ritual and routine.

Social interaction for ESTJs often means following an established tradition to engage with others in a structured way.

ESTJs tend to respect and seek out hierarchy. They want to know who’s in charge, and will assign levels of responsibility if none exist.

Once a structure is in place, ESTJs typically trust authority figures and expect obedience from people of lower rank.

12. ESTP

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ESTPs are energetic thrill seekers who are at their best when putting out fires, whether literal or metaphorical.

They bring a sense of dynamic energy to their interactions with others and the world around them.

They assess situations quickly and move adeptly to respond to immediate problems with practical solutions.

Active and playful, ESTPs are often the life of the party and have a good sense of humour.

They use their keen powers of observation to assess their audience and adapt quickly to keep interactions exciting.

Although they typically appear very social, they are rarely sensitive; the ESTP prefers to keep things fast-paced and silly rather than emotional or serious.

Recognizing an ESTP The first thing you notice about the ESTP is likely to be their energy. They’re often

chatting, joking, and flirting with friends and strangers alike. They enjoy engaging playfully with others and amusing everyone around them with

their irreverent sense of humour. They tend to keep people on their toes, never quite knowing what the ESTP will poke

fun at next. ESTPs are unabashedly gregarious with people, but their interest in individuals may

not last long; they are more likely to work a room, having a laugh with everyone, than they are to engage in depth with any one person.

ESTPs are comfortable in their physical environment and always looking for some action or activity.

They tend to be the most naturally coordinated of all the types and are often found playing sports or engaging in various physical activities, especially ones with an element of danger.

They are the stereotypical “adrenaline junkies” and may be found skydiving, motorcycle racing, or enjoying other extreme sports.

13. ISTP

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ISTPs are observant artisans with an understanding of mechanics and an interest in troubleshooting.

They approach their environments with a flexible logic, looking for practical solutions to the problems at hand.

They are independent and adaptable, and typically interact with the world around them in a self-directed, spontaneous manner.

ISTPs are attentive to details and responsive to the demands of the world around them. Because of their astute sense of their environment, they are good at moving quickly and responding to emergencies.

ISTPs are reserved, but not withdrawn: the ISTP enjoys taking action, and approaches the world with a keen appreciation for the physical and sensory experiences it has to offer

Recognizing an ISTP ISTPs are typically reserved and even aloof. Tolerant and non-judgmental, the ISTP calmly takes in the details and facts of their

surroundings, noticing sensory data and observing how things work. They often tune into what needs to be done, taking care of the immediate needs of

the moment in a modest, inconspicuous way. They tend to prefer action to conversation, and are often private about their personal

lives. ISTPs are unlikely to “open up” to new people in a conventional way, but may connect with others by sharing an activity or working together to solve a practical problem.

ISTPs are good with their hands and often mechanical. They are typically attracted to hands-on hobbies like woodworking or crafts, and may

be found tinkering with bicycles, computers, cars, or household appliances. They often have an intuitive understanding of machines and a remarkable ability to

fix things. ISTPs have an appreciation for risk and action, and often enjoy thrilling leisure

activities like extreme sports, motorcycling, or weaponry.14. ISTJ

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ISTJs are responsible organizers driven to create and enforce order within systems and institutions neat and orderly, inside and out, and tend to have a procedure for everything they

do Reliable and dutiful ISTJs want to uphold tradition and follow regulations Steady productive contributors rarely isolated Typical ISTJs know just where they belong in life, and want to understand how they

can participate in established organizations and systems. They concern themselves with maintain the social order and making sure that

standards are met.

Recognizing an ISTJ ISTJs have a serious, conservative air about them. They want to know and follow the

rules of the game, and typically seek out predictable surroundings where they understand their role.

When given something to do, they are highly dependable, and follow it through to the end.

ISTJs are practical and no-nonsense, and rarely call attention to them. Their clothes and possessions tend to be chosen based on utility rather than fashion,

and they have affection for the classics. ISTJs typically speak in a straightforward manner and have a good head for details. They are usually more enthusiastic about sharing factual information than exploring

abstract concepts or unproven ideas.

15. ISFJ

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ISFJs are industrious caretakers loyal to traditions and organizations Practical Compassionate Caring motivated to provide for others and protect them from the perils of life conventional and grounded, and enjoy contributing to established structures of

society Steady and committed workers with a deep sense of responsibility to others. They focus on fulfilling their duties, particularly when they are taking care of the

needs of other people. They want others to know that they are reliable and can be trusted to do what is

expected of them conscientious and methodical, and persist until the job is done

Recognizing an ISFJ ISFJs are characteristically humble and unassuming, and rarely call attention to them. They can often be found offering assistance to others in a modest, understated way. They are loyal and hardworking, and often commit themselves to tasks and projects

with the aim of being helpful to their families, friends, and communities. They are typically involved in social groups, but do not want the spotlight: they are

more likely to be found behind the scenes, working diligently to fulfil their role. ISFJs are oriented to relationships, but can be reserved with new people. They rarely disclose personal information quickly. They tend to be focused and aware of their surroundings, and relate details from

their own personal experience. They often converse in terms of what has happened to them and what they have

seen first-hand. They are compassionate listeners, and typically remember details about people. They often enjoy hearing the facts about others in the process of making a

connection.

16. ISFP

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ISFPs are Gentle caretakers who live in the present moment and enjoy their surroundings with

cheerful, low-key enthusiasm. Flexible Spontaneous, and like to go with the flow to enjoy what life has to offer. Quiet and unassuming, and may be hard to get to know. ISFP is warm and friendly Eager to share in life's many experiences. ISFPs have a strong aesthetic sense and seek out beauty in their surroundings. They are attuned to sensory experience, and often have a natural talent for the arts. ISFPs especially excel at manipulating objects, and may wield creative tools like

paintbrushes and sculptor's knives with great mastery.

Recognizing an ISFP ISFPs can be difficult to recognize because of their tendency to express themselves

through action rather than words. They may initially appear distant or aloof, but if you watch closely, you can observe

their caring in the thoughtful things they do for others. They are carefully observant of the practical needs of other people, and often step in

with quiet, unassuming assistance at just the moment it is needed. ISFPs prefer to take a supportive role and are rarely assertive or demanding of

attention. They are typically tolerant and accepting of others. ISFPs typically have finely tuned artistic sensibilities. They are sensitive to color,

texture, and tone, and often have an innate sense of what will be aesthetically pleasing.

They are often naturals when it comes to arranging something artistically, and enjoy the process of taking in the sensations around them.

ISFPs focus mostly on the experiences of the present moment, and are rarely ambitious, preferring instead to enjoy the simple pleasures of life: friends, family, and sensory delights such as food, music, and art.

Professional Skillsa. Leadership Potential

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The individuals who score high on aspiration, ability and engagement (three dimensions) are organisations high potential leadership candidates.o Aspiration is a term that captures the intensity of an individual’s desire for

Results and recognition Advancement and influence Intrinsic (and, to a less extent, financial) rewards Work-life balance Overall job enjoyment

Employees with a strong desire for things like results, recognition, advancement, and influence and willingness to make necessary trade-offs in other areas to get them have the high aspirations that mark high-potential leadership candidates.

o AbilityOf course, there’s more to leadership potential than aspiration alone. High-potential individuals also display strong ability, that is, the combination of innate characteristics and learned skills needed to carry out their day-to-day work. Innate characteristics include cognitive abilities and emotional intelligence Learned skills including technical, functional, and interpersonal skills acquired

through classroom or on-the-job learning.

o Engagement completes the high-potential triad. It consists of four elements: Emotional commitment: The extent to which employees value, believe in, and enjoy

the organization where they work Rational commitment: The extent to which employees believe that staying with the

organization is in their best interest Discretionary effort: The willingness of employees to “go the extra mile” for the

organization Intent to stay: An employee’s willingness to remain with the organization

Employees who score high on one or two dimensions of leadership potential can be valuable contributors to your organization. But it’s the employees who can put together the total package – aspiration, ability, and engagement – who have the highest potential to rise to your organization’s key leadership roles and succeed in them.

Self-evaluationMy evaluation score which I gained in leadership potential is 29 and it shows High leadership potential.

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b. Personal EffectivenessPersonal effectiveness can't just be achieving our goals because we could do so in a very wasteful, time consuming or sloppy way. This means achieving our goals efficiently, like investment, getting the best possible return.

People are personally effective in different ways because everyone has different goals, values and priorities. People who are personally effective make good use of their skills. They don't squander them. They use them to achieve their goals and do so in a way that is efficient and cost effective.

Personal Effectiveness and ConfidenceIt is hard to be effective if we aren't confident. Our confidence grows when we play to our strengths and have a confident attitude. Confidence isn't based on the way we are or what happens to us as much as you would think. It's just that we tend to blame circumstances for our failings so we don't see that it's all between the ears. That is, it's not how we are but how we see ourselves that counts.

To build and maintain strong self-confidence, it's important to say positive things to yourself. Whenever you catch yourself strongly criticizing yourself, stop and say some positive things, like recalling your good qualities, things you have achieved or things you have done for others.

Self esteemHealthy self-esteem is vital for happiness. To be happy, we need to feel good about ourselves, to feel worthy as persons. Low self-esteem is very common and not much fun! The key to healthy self-esteem is becoming aware of our personal strengths and accepting ourselves as worthy persons despite any real weaknesses we have.Nathaniel Bran den (1969) defined self- esteem “the experience of being competent to cope with the basic challenges of life and being worthy of happiness “Healthy self-esteem vital for happiness. To be happy, we need to feel good about ourselves as worthy as persons.

Self-AwarenessSelf-awareness is essential to learning and growth in a management role because it forms the basis by Self-Observation/Exploration. One can’t induce or recognize a change in behaviour until they have some information about what some currently are doing. Self-observation involves determining when, why, and under what conditions you currently use certain behaviours.

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Self-Reward and Punishment It is better to use self-reward, than self-punishment. Celebrate your victories and don’t dwell on your failures. A great deal of learning research has found that punishment does not work as well as reinforcement.

Self-Assertiveness Self- Assertiveness is the quality of being self-assured and confident without being aggressive. Assertiveness is a learnable skill and mode of communication.

Self-Set Improvement Goals Self-set goals need to address long-range pursuits and short-run objectives along the way. The shorter range goals should be consistent with the long-range goals for maximum consistency. The process takes effort, and although our goals are likely to change, it is important we try to have current goals for our immediate efforts. Goal setting is so fundamental to great management that we reinforce it throughout this book.

Studies have shown that setting goals work because: In committing to a goal, a person devotes attention toward goal-relevant activities

and away from goal-irrelevant activities. Goals energize people. Challenging goals lead to higher effort than easy goals. Goals affect persistence. High goals prolong effort, and tight deadlines lead to more rapid work pace than

loose deadlines. Goals motivate people to use their knowledge to help them attain the goal and to

discover the knowledge needed to obtain it. The best goals are characterized by the acronym SMART, which represents specific, measurable, attainable, relevant, and time-bound. SMART goals make for smarter learners.

Putting It All into Practice The self-management model represents the best methodology currently available for facilitating personal improvement. The basic notions are simple. To really get beyond mere hope and make a sustainable personal improvement requires to:

Know where you are currently. Set SMART goals for your change Arrange your world so it focuses your attention and reminds you of your

improvement plan and goals. Stay positive and rehearse the desired behaviours at every opportunity. Create your own rewards for accomplishing your targets.

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Self-evaluationMy evaluation on personal effectiveness shows that I am Secretive in nature.Personality development is the sum of the impression created by a person’s characteristics.

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c. Decision Making

(source-http://www.bodhih.com/images/leadershiptraining/Decision-Making-Skills-for-Leaders.jpg)

Decision making is a process of selecting the best among the different alternatives. It is the act of making a choice. There are so many alternatives found in the organization and departments. Decision making is defined as the selection of choice of one best alternative. Before making decisions all alternatives should be evaluated from which advantages and disadvantages are known. It helps to make the best decisions. It is also one of the important functions of management.

Importance of decision making1. Implementation of managerial functionWithout decision making different managerial function such as planning, organizing, directing, controlling, staffing can’t be conducted. In other words, when an employee does, s/he does the work through decision making function. Therefore, we can say that decision is important element to implement the managerial function.

2. Pervasiveness of decision makingThe decision is made in all managerial activities and in all functions of the organization. It must be taken by all staff. Without decision making any kinds of function is not possible. So it is pervasive.

3. Evaluation of managerial performanceDecisions can evaluate managerial performance. When decision is correct it is understood that the manager is qualified, able and efficient. When the decision is wrong, it is understood that the manager is disqualified. So decision making helps in evaluating the managerial performance.

4. Helpful in planning and policiesAny policy or plan is established through decision making. Without decision making, no plans and policies are performed. In the process of making plans, appropriate decisions must be made from so many alternatives. Therefore decision making is an important process which is helpful in planning.

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5. Selecting the best alternativesDecision making is the process of selecting the best alternatives. It is necessary in every organization because there are many alternatives. So decision makers evaluate various advantages and disadvantages of every alternative and select the best alternative.

6. Successful operation of businessEvery individual, departments and organization make the decisions. In this competitive world; organization can exist when the correct and appropriate decisions are made. Therefore correct decisions help in successful operation of business.

Steps in Effective Decision Making

Step 1: Identify the decision to be made. You realize that a decision must be made. You then go through an internal process of trying to define clearly the nature of the decision you must make. This first step is a very important one.

Step 2: Gather relevant information. Most decisions require collecting pertinent information. The real trick in this step is to know what information is needed the best sources of this information, and how to go about getting it. Some information must be sought from within you through a process of self-assessment; other information must be

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sought from outside yourself-from books, people, and a variety of other sources. This step, therefore, involves both internal and external “work”.Step 3: Identify alternatives. Through the process of collecting information you will probably identify several possible paths of action, or alternatives. You may also use your imagination and information to construct new alternatives. In this step of the decision-making process, you will list all possible and desirable alternatives.

Step 4: Weigh evidence. In this step, you draw on your information and emotions to imagine what it would be like if you carried out each of the alternatives to the end. You must evaluate whether the need identified in Step 1 would be helped or solved through the use of each alternative. In going through this difficult internal process, you begin to favour certain alternatives which appear to have higher potential for reaching your goal. Eventually you are able to place the alternatives in priority order, based upon your own value system.

Step 5: Choose among alternatives. Once you have weighed all the evidence, you are ready to select the alternative which seems to be best suited to you. You may even choose a combination of alternatives. Your choice in Step 5 may very likely be the same or similar to the alternative you placed at the top of your list at the end of Step 4.

Step 6: Take action. You now take some positive action which begins to implement the alternative you chose in Step 5.

Step 7: Review decision and consequences. In the last step you experience the results of your decision and evaluate whether or not it has “solved” the need you identified in Step 1. If it has, you may stay with this decision for some period of time. If the decision has not resolved the identified need, you may repeat certain steps of the process in order to make a new decision. You may, for example, gather more detailed or somewhat different information or discover additional alternatives on which to base your decision.

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d. Conflict Resolution

(source-http://reachsummitconsulting.com/wp-content/uploads/2012/11/conflict-resolution-300x262.jpg)

What is Conflict?Conflict is a disagreement through which the parties involved perceive a threat to their needs, interests or concerns. Any situation in which incompatible goals, attitudes, emotions or behaviour lead to disagreement or opposition between two or more parties can be termed as conflict. Conflict can be either functional or dysfunctional.

Functional conflictFunctional conflict can be defined as a healthy constructive disagreement between two or more people.

Dysfunctional conflictDysfunctional conflict can be defined as a healthy destructive disagreement between two or more people.

Causes of ConflictConflict causes are categorized into structural factors and personal factors.

Structural FactorsStructural factors include specialization, interdependence, common resources, goal differences, authority relationships, status inconsistencies, and jurisdictional ambiguities. Jurisdictional ambiguity refers to unclear lines of responsibility in an organization. Such ambiguities may increase with team and group work, when conflict arises from confusion over group responsibilities. Personal FactorsPersonal factors include skills and abilities, personalities, perceptions, values and ethics, emotions, communication barriers and cultural differences. Communication barriers can be physical or value-related.

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Forms of Conflict1. Interorganisational conflict Interorganisational conflict occurs between two or more organizations. Competition can heighten this kind of conflict. The most straightforward example of this form of conflict might be a corporate takeover attempt. 2. Intergroup conflictIntergroup conflict takes place when a misunderstanding arises among different teams within an organisation. For instance, the sales department of an organisation can come in conflict with the customer support department.

3. Intragroup conflictIntragroup conflict is a type of conflict that happens among individuals within a team. The incompatibilities and misunderstanding among these individuals lead to an intragroup conflict. It arises from interpersonal disagreements. Within a team, conflict can be helpful in coming up with decisions which will eventually allow them to reach their objectives as a team. However, if the degree of conflict disrupts harmony among the members, then some serious guidance from a different party will be needed for it to be settled.

4. Intrapersonal conflictIntrapersonal conflict occurs within an individual. The experience takes place in the persons mind. Hence, it is a type of conflict that is psychological involving the individual’s thoughts, values, principles and emotions.

5. Interpersonal conflictInterpersonal conflict refers to a conflict between two individuals. This occurs typically due to how people are different from one another. We have varied personalities which usually results to incompatible choices and opinions. In addition, coming up with adjustments is necessary for managing this type of conflict. However, when interpersonal conflict gets too destructive, calling in a mediator would help so as to have it resolved.

To manage interpersonal conflict, it is helpful to understand power networks in organizations, defense mechanisms exhibited by individuals, and ways to cope with difficult people.

Defense MechanismsOver fifty per cent of responses to criticism are defensive. Defense mechanisms are common reactions to frustration associated with conflict.

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They are categorized as o Aggressive (fixation, displacement, negativism)Fixation refers to a situation in which an individual continues a dysfunctional behaviour that obviously will not resolve the conflict. Displacement means directing anger toward someone who is not the source of the conflict. Negativism is active or passive resistance.

o Compromise (compensation, identification, rationalization)Compensation occurs when an individual tries to make up for an inadequacy by putting increased energy into another activity. Identification occurs when one individual patterns his or her behaviour after another’s. Rationalization is trying to justify one’s behaviour by constructing bogus reasons for it.

o Withdrawal (flight, conversion, fantasy) Flight is the act of physically escaping a conflict, while withdrawal involves psychological escape. Conversion is a process whereby emotional conflicts become expressed in physical symptoms. Fantasy is an escape by daydreaming.

Conflict Management Styles AvoidingAvoiding is a deliberate decision to take no action on a conflict. It may be useful for situations that are temporary or to give hot tempers time to cool off. However, if a supervisor uses this style too frequently, employees begin to bypass the individual and label him or her as unable to solve problems.

AccommodatingAccommodating is the style that is most frequently used with family and friends. It involves concern that the other party’s goals be met but relatively little concern with meeting one’s own goals. Accommodating may be appropriate when you find you are wrong or when you are attempting to create an obligation for future reciprocation.

CompetingCompeting is an assertive, uncooperative style that may be appropriate in an emergency or when you know you are right and are willing to satisfy your own interests at the expense of the other party.

CompromisingThe compromising style involves each party giving up something to reach a solution to the conflict. Compromises are not optimal solutions.

CollaboratingCollaborating is the win–win style that involves open and thorough discussion of the conflict to arrive at a solution that is satisfactory to both parties.

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Self-evaluationMy evaluation on primary conflict-handling style is Collaborating and backup conflict-handling style is accommodating and compromising

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Task 2: Carry out your own skills audit by using SWOT analysis. Evaluate the strategic skills that you possess and explain how you will overcome the weaknesses and threats that may block your progression towards a strategic Hospital Administrator. Identify your Learning style by using suitable measuring instruments such as VARK and Kolbe’s model

SWOT AnalysisSWOT is an acronym for Strengths, Weaknesses, Opportunities and Threats. By definition, Strengths (S) and Weaknesses (W) are considered to be internal factors over which you have some measure of control. Also, by definition, Opportunities (O) and Threats (T) are considered to be external factors over which you have essentially no control.

SWOT Analysis is the most renowned tool for audit and analysis of the overall strategic position of the business and its environment. Its key purpose is to identify the strategies that will create a firm specific business model that will best align an organization’s resources and capabilities to the requirements of the environment in which the firm operates.

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StrengthsStrengths are the qualities that enable us to accomplish the organization’s mission. These are the basis on which continued success can be made and continued/sustained. Strengths can be either tangible or intangible.

WeaknessesWeaknesses are the qualities that prevent us from accomplishing our mission and achieving our full potential.

OpportunitiesOpportunities are presented by the environment within which our organization operates. These arise when an organization can take benefit of conditions in its environment to plan and execute strategies that enable it to become more profitable. Organizations can gain competitive advantage by making use of opportunities.

ThreatsThreats arise when conditions in external environment jeopardize the reliability and profitability of the organization’s business. They compound the vulnerability when they relate to the weaknesses. Threats are uncontrollable.

Advantages of SWOT AnalysisSWOT Analysis is instrumental in strategy formulation and selection. It is a strong tool, but it involves a great subjective element. It is best when used as a guide, and not as a prescription. Successful businesses build on their strengths, correct their weakness and protect against internal weaknesses and external threats. They also keep a watch on their overall business environment and recognize and exploit new opportunities faster than its competitors.

Personal SWOT AnalysisMy Strengths/QualitiesMy greatest strength is my family. Self-confidence and self-motivation are my strength and due to this strength I have crossed several critical stages. I am honest and friendly with people around me. I approach people with a positive attitude. I am dedicated to my work and finish my work sincerely. I am a good listener and I practise patience.

My WeaknessMy huge weakness is being calm. Because of this people around me takes more advantage and that puts me in frustrated stage. I find it difficult to say no if someone ask me for help. As I am a perfectionist, there are chances to be short tempered.

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My OpportunitiesBy completing BTEC L7 training, I will be able to improve my confidence level and presentation skills. There are lots of opportunities to learn new culture when I get chances to work with international groups.

My Threats I have less experience working with management, which is my primary threat. Political changes and economic changes are threats to my success.

To overcome the weakness and threats which may block my progression towards a Strategic Hospital Administrator, I should:-

I am working on (stage fear) by putting myself in situations where being tensed I am practising to say NO and I am working on it to make my weakness into strength

Learning StylesKolb Learning styleAccording to Kolb, the effective learner relies on four different learning methods. They are

1. Concrete experience (CE)A high score on concrete experience represents a receptive experience based approach to learning that relies heavily on feeling based judgements. A high CE individual tends to be empathetic and people oriented. They generally find theoretical approaches to be unhelpful and prefer to treat each situation as a unique case. They learn best from specific examples in which they can become involved. Individuals who emphasize CE tend to be oriented more towards peers and less towards authority in their approach to learning. They benefit most from feedback and discussion with colleagues.

2. Reflective observation (RO)A high score on RO indicates a tentative impartial and reflective approach to learning. High RO individuals rely heavily on careful observations in making judgements. They prefer learning situations such as lectures that allow them to take the role of impartial observers. These individuals are found to be introverts.

3. Abstract Conceptualization (AC)A high score on AC individuals an analytical, conceptual approach to learning. It relies heavily on logical thinking and rational evaluation. High AC individuals tend to be oriented more towards things, symbols and less towards other people. They learn best in authority-directed impersonal learning situations that emphasize theory and systematic. They are frustrated by n benefit little from unstructured learning exercises and simulations.

4. Active Experimentation (AE)A high score on AE indicates an active doing an orientation to learning that relies heavily on experimentations. High AE individuals learn best when they can engage in such things

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as projects, group discussions or homework’s. They dislike passive learning situations such as lectures. They are found to be extroverts.

Based on the orientation of individuals towards CE, AC, AE, RO individuals are classified into four groups namely

1. ConvergerConvergers are those with highest scores in Abstract Conceptualization (AC) and Active Experimentation (AE). This person's greatest strength lies in the practical application of ideas. A person with this style seems to do best in those situations where there is a single correct answer or solution to a question or problem and can focus on specific problems or situations. Convergers are relatively unemotional, preferring to deal with things rather than people. They often choose to specialize in the physical sciences, engineering, and computer sciences.

2. DivergerDiverger’s are individuals with highest scores in CE and RO, they have characteristic opposite to converger. They have high creativity and imaginative ability. They excel in the ability to view concrete situations from much perspective and generate right ideas. They are emotional and interested in people. They are good in counselling, organisational development and human resource management.

3. AssimilatorAssimilators are those with highest scores in Abstract Conceptualization (AC) and Reflective Observation (RO). This person's strength lies in the ability to understand and create theories. A person with this learning style excels in inductive reasoning and in synthesizing various ideas and observations into an integrated whole. This person, like the converger, is less interested in people and more concerned with abstract concepts, but is less concerned with the practical use of theories. For this person it is more important that the theory be logically sound and precise; in a situation where a theory or plan does not fit the "facts," the Assimilator would be likely to disregard or re-examine the facts. As a result, this learning style is more characteristic of the basic sciences and mathematics rather than the applied sciences. Assimilators often choose careers involving research and planning.

4. AccommodatorAccommodators are those with highest scores in concrete experience (CE) and active experimentation (AE) .Accommodators is polar opposites form Assimilators. Their greatest strengths lie in carrying out plans and experiments and involving themselves in new experiences. They are risk-takers and excel in those situations requiring quick decisions and adaptations. In situations where a theory or plan does not fit the "facts," they tend to discard it and try something else. They often solve problems in an intuitive trial and error manner, relying heavily on other people for information. Accommodators are at ease with people but may be seen as impatient and "pushy." Their educational

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background is often in practical fields such as business or education. They prefer “action-oriented" jobs such as nursing, teaching, marketing, or sales.

VARK MODELIn Fleming's model, sometimes referred to VARK learning styles, learners are identified by whether they have a preference for visual learning (pictures, movies, diagrams), auditory learning (music, discussion, lectures), reading and writing (making lists, reading textbooks, taking notes), or kinaesthetic learning (movement, experiments, hands-on activities).Visual LearnersVisual learners learn best by seeing. Graphic displays such as charts, diagrams, illustrations, hangouts, and videos are all helpful learning tools for visual learners. People who prefer this type of learning would rather see information presented in a visual rather than in written form.

Aural LearnersAural (or auditory) learners learn best by hearing information. They tend to get a great deal out of lectures and are good at remembering things they are told.

Reading and Writing LearnersReading and writing learners prefer to take in information displayed as words. Learning materials that are primarily text-based are strongly preferred by these learners.

Kinaesthetic LearnersKinaesthetic (or tactile) learners learn best by touching and doing. Hands-on experience is important to kinaesthetic learners.

Self-EvaluationFrom the self-evaluation of learning style of Kolbe’s method shows that I am a Diverger/Assimilator .i.e. combination of Reflective Observation and Active Experimentation. In VARK model evaluation I got high scores in Reading/Writing, Kinaesthetic Learners and Aural Learners and low score in Visual Learning.

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Task 3: Construct your own personal development plan to become a successful Hospital Administrator/Marketing Manager. How will the personal development plan help you to achieve the personal and career objectives? What is the impact of learning on the achievement of strategic Goals?

What is Personal Development Plan?Personal Development Planning (PDP, or Personal and Professional Development Planning (PPDP) as it is sometimes known provides a way for individuals to become more self-aware. It means reflecting on personal strengths, weaknesses and achievements. It encourages planning for the future through the setting of regular targets and helps ensure the collection of appropriate evidence of achievements and personal growth. PDP could provide one with a structured way to coach oneself to be more successful.

Personal development plan goes beyond academic attainment and is more crucially a plan that says something about the whole person, not just how good you were at sitting in a quiet corner of the library and writing essays.

My Personal Development PlanShort Term Goals (2014-2016)

Goal Resources Time Timeline ReviewControl anger management

Attending anger management classes, breathing exercises, relaxing imagery

December 2014 January 2015

Improve self-confidence

Thinking positively, practicing assertiveness

November 2014 March 2015

Completion of BTEC LEVEL 7 Strategic Management and Leadership

Assessments, Seminars, Projects, Exams

June 2016 July 2016

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Middle Term Goals (2016-2019)Goal Resources Time Timeline ReviewJob in multispecialty hospitals like Columbia Asia, Fortis

Attending interviews, job vacancies

November 2016 December 2018

Earn Rs.20000 per month

Doing job November 2016 January 2019

Long Term Goals (2019-2024)Goal Resources Time Timeline ReviewBuild an old age home in Bangalore

Area, Money(with the help of loans), Materials, Man power

March 2019 March 2024

Set up an Infertility Hospital in Vadodara

Area, money, Materials, Man power, Bank loans

November 2024 December 2028

While working on these goals I achieve a lot of benefits and I learn how to manage my time as now I am good at time management. I felt I have improved my decision making skills by using SMART technique which help me as to how to be specific and measurable the planned and scheduled things. I found it is really easy to overcome the things which make us weak and it’s much easier to hear appreciation comparatively to criticism. I learnt how to communicate with people who really not interested in talking. Anyone can easily learn strategic goals by following small and important techniques- one can ask their good friend about the weakness they have as we are really not able to see the problems in one self’s as others can judge. Also one can take help of a counsellor (therapist) as they can help and highlight the weakness one has in him. A good quality leader can overcome these problems easily.

Impact of learning on the achievement of strategic GoalsFrom this development plan I evaluated myself that if I need something to achieve, I have to be self-motivated and energetic. Leadership skills are more important for each of us to achieve their aspire. Taking responsibilities to educate yourself about stress provides you with a strong foundation for committing yourself to managing stress more effectively.

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Conclusion

Human behaviour is relative. There are different factors involved in how/when the effect of

personality surfaces, such as the organisation and the individuals themselves. Human leave

deep impressions in their environments; there is no question about this. The question is

how deep the impressions might be.

Our personalities influence our attitudes at all times. They even influence the behavioural

patterns in organisations in which we function, in some organisations more than the others.

The level of the influence depends on how strong our personalities and the organisations

behaviour are.

By working on this project I could examine myself and improve the areas which I felt I was

lagging. I could work on stress management and time management skills. By using SMART

technique, I felt I have improved my decision making skills. The most interesting change I

could find in me was I found it is really easy to overcome the things which make me weak

and it is much easier to hear appreciation comparatively to criticism. Through personal

development plan I could see how clear was my path to destiny.

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References:Books:

1. Ashok.K.Gosh, Organizational Behavior,12th Edition, Pg. No 665-6772. Donald.G.Gardner, Randall.B.Dunham, Management and Organisational Behaviour,

Pg. No: 185-2133. Robin Fincham, Peter Rhods, Principles Of Organizational Behavior,4th Edition,

Oxford University Press, New Delhi, Pg. No 80-913

Internet/Websites:1. http://www.leadersdirect.com/personal-effectiveness2. http://www.evancarmichael.com/Productivity/4974/7-Benefits-of-Having-a-Positive-

Attitude.html3. http://www.managementstudyguide.com/swot-analysis.htm4. http://www.simplypsychology.org/attitudes.html5. http://www.typesofconflict.org/types-of-conflict/6. http://www.typesofconflict.org/how-to-resolve-conflict/7. http://notes.tyrocity.com/chapter-5-meaning-and-importance-of-decision-making/8. http://www.bridgespan.org/getdoc/edd4e6a9-93de-478a-a018-62ee7fc3ac90/What-

Leadership-Potential-Really-Means.aspx#.VMnOKYuUc0s9. http://www.douglas.qc.ca/info/stress-causes-and-consequences10.https://employability4socialsciences.wordpress.com/personal-development-

planning/11.http://www.personalitypage.com/html/info.html12.http://www.ukessays.com

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