Hands-On Exercise

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Hands-On Exercise – How Good Are You at Self Monitoring (Pg 123).

After completing the hands on exercise for self-monitoring, I came up with a score of five for myself. This score means that I am moderately low self-monitoring person, which contradicts against the high self-monitoring perception that I had about myself.

I am an introvert and things like putting on a show to impress or entertain others, thought of becoming an entertainer, totally go against my personality. In parties and gatherings at my workplace, I usually prefer to stay away from the lime light and allow others to take the centre stage.

I will not do things that go against my core values, once I was asked by manager to take credit for a sale which I had not completed but I did not put it under my name, as it was against my values to do so.

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This hand on exercise has definitely challenged my notion of me being a high self-monitoring person and has given me areas where I can make a conscious effort to change my behaviour but on the contrary has also drawn my attention to situations where I do not have to alter my behaviour to someone's liking.

Hands-On Exercise – Measuring Your Desire for Performance Feedback (Pg 203)

After completing the hands-on exercise I came up with a score of 30 which when compared with the Arbitrary Norms, puts me under the classification of a Moderate desire for feedback.

This score of 30 is not what I expected, my perception about myself was that I had a high desire for feedback in saying so when I reflect back to my working experience I tend to agree with this classification of moderate desire of feedback. Most of the time I try to get a second opinion on my work but I don't do this always. Once at Westpac I was asked by a customer to place a stop on a cheque, I completed the customer's request but did not get a second person to check what I had entered in the system and it turned out that I had placed a stop on the wrong cheque number.

I am not open to feedback and don't like other people commenting on the work I do which has acted as a barrier to my learning and growth. At Westpac one of my colleague's gave me a feedback about the information I gave out to a customer about term deposits, he said that the information I provided was wrong, initially I did not accept that I was wrong and did challenge his feedback but eventually after some research and discussions with my Manager it turned out that the person was right.

Hands-On Exercise – Does Your Commitment to a Change Initiative Predict Your Behavioural Support for the Change? (Pg 414)

Comparing my score with the Arbitrary Norms I have a Moderate Commitment to change. For a change to be implemented successfully the whole change process has to be informed to the employees and they need to understand what is expected from them during the change process (Kinicki & Kreitner, 2009).

The change initiative that I thought of while completing this hand-on exercise was a change in our sales target. The Change was a fifty percent increase in my role's sales target. As we could not oppose the change we were obliged to accept it and it had a negative effect on my motivation, I had some initial doubted about the target achievement but being an introvert did not ask for any clarification which resulted in me resisting the change initially. My old target paradigm did not let me make any sense of the new sales target and moreover no efforts were taken by the management to explain to us the need for this change and neither did I take any initiative to ask my Manager as to why this change was taking place. I was not provided with any facts or reasons as to why this change in sales target was important and how it contributed towards the overall goals of the organisation.

To conclude I would say that management did not prepare us well in advance for the change and my introvert personality did not allow me to seek clarification for the doubts I had.

Hands-On Exercise –What Is your Business Etiquette? (Pg 305)

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Communication competence is the person's ability to adapt their communication behaviour according to the situation they are in and Business Etiquette is one of the components of Communication competence (Kinicki & Kreitner, 2009). Business Etiquettes are not similar around the world and cultures are strong determinants of these business etiquettes. Coming to New Zealand six year ago and then working with Westpac was a big change from me and it challenged my paradigms for Business Etiquettes. The most incompetent I found myself was when we had social gatherings at my workplace. Table manner was one of the Business Etiquette I had to work on and till date, I am still working on it. Another paradigm of mine, which the New Zealand business etiquette challenged, was shaking hand with women, my paradigm was a man should wait for the woman to extent her hand but in New Zealand, I soon discovered that this was not the case. Major part of my job in the bank was to interact with customers and I really worked on the way I presented myself to them which also is a part of Business Etiquettes.

To Conclude According to Paula (2009) Business Etiquettes are about making people comfortable around you and you being comfortable around them.

References

BBC Academy.(2010).Giving and Receving Feedback. Retrieved from http://www.bbctraining.com/onlineCourse.asp?tID=2241.

Craig, T.. (2008, April). How to... give feedback. Personnel Today,31. Retrieved April 8, 2010, from ABI/INFORM Global. (Document ID: 1472229381).

Forte, J.. (2009, February). give feedback, get performance. SuperVision, 70(2), 3-4. Retrieved April 8, 2010, from ABI/INFORM Global. (Document ID: 1646120241).

Janet Turner Parish, Susan Cadwallader, & Paul Busch. (2008). Want to, need to, ought to: employee commitment to organizational change. Journal of Organizational Change Management, 21(1), 32-52. Retrieved April 9, 2010, from ABI/INFORM Global. (Document ID: 1440878511).

King, J. (2009). Giving Feedback.Retrieved from http://www.bmj.com/cgi/content/full/318/7200/S2-7200.

Kinicki, A., & Kreitner, R. (2009). Organisational Behaviour key concepts, skills & best practices. New York: McGraw-Hill/Irwin.

Mary Pincus. (1999, May). Everyday business etiquette. Women in Business, 51(3), 36-39. Retrieved April 9, 2010, from ABI/INFORM Global. (Document ID: 48067202).

Paula.(2009). Business Etiquette - More Than Just Eating with the Right Fork.Retrieved from http://www.ravenwerks.com/?page_id=192.

Smollan, R., & Sayers, J.. (2009). Organizational Culture, Change and Emotions: A Qualitative Study. Journal of Change Management, 9(4), 435. Retrieved April 9, 2010, from ABI/INFORM Global. (Document ID: 1919976521).

Sydner, M. (2009). Self-Monotoring Scales.Retrieved from http://pubpages.unh.edu/~ckb/SELFMON2.html.

Zaleznik, A.(1990). The Executive. Vol. 4, Iss. 1; pg. 7, 16 pgs Retrieved from http://proquest.umi.com.ezproxy.aut.ac.nz/pqdweb?did=129105&sid=3&Fmt=2&clientId=7961&RQT=309&VName=PQD.