The Use Of Self Monitoring In Firms Business Essay

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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.

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.

Action Described

People-centred manager skills that I would develop

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WHAT IS THE FOCUS

Examples of New Behaviour that I exhibit post analysis

WHAT WILL YOU ACTUALLY DO?

Resources required to implement change

WHAT DO U NEED TO MAKE A CHANGE?

Action's specific benefits to an organisation / or individual according to theory:

WHAT DIFFRENCE WILL IT MAKE?

I am not very flexible in changing my judgement, and I often find it a challenge to do so.

I need to adjust my expressive self-presentation for the preferred public appearance (Kinicki &Kreitner, 2009).

Be more Adaptive

Need to be a active listenerand observe

Awareness of my expressive self-presentation(Kinicki &Kreitner, 2009).

I will be more confident in presenting myself.

I will not interrupt until the other person has finished

I will observe gestures and expression of others and will be altering my behaviour accordingly.

Practice observing non-verbal clues and try to adjust accordingly (Kinicki &Kreitner, 2009).

Enrolling for Personal and Professional development paper in MBA

Reading Mark Snyder's book titled 'Public Appearances Private Realities: The Psychology of Self-Monitoring'

In Jobs requiring boundary spanning, high self-monitors normally perform better than low self- monitors andare comparatively more capable of conforming than the low self-monitors (Snyder, 1974).

Compared to low self-monitors, High self-monitors can adjust themselves according to the expectations, norms, and style of the groups resulting in successful dealing leading to improved performance(Snyder, 1974).

Having High Self Monitoring individuals in a group may contribute towards the overall well being of the group" (Kinicki &Kreitner, 2009).

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.

Action Described

People-centred manager skills that I would develop

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WHAT IS THE FOCUS

Examples of New Behaviour that I exhibit post analysis

WHAT WILL YOU ACTUALLY DO?

Resources required to implement change

WHAT DO U NEED TO MAKE A CHANGE?

Action's specific benefits to an organisation / or individual according to theory:

WHAT DIFFRENCE WILL IT MAKE?

I prefer other's not to judge my performance constantly. I like to work independently.

I need to be more open to feedback and should actively seek feedback from others.

Active listening: So that I do not interrupt the conversation and I get the time to reflect on what the other person is saying.

Questioning skills: while conversing use probing questions to understand others perspective

I will not become defensive and will hold my comments until the speaker has finished (BBC academy, 2010).

I will consider others view point

I will be open to new ideas or people's suggestions

I will ask open and closed ended questions that are reflective and facilitating (King, 1990).

Doing BBC academy's online module for "Giving and receiving feedback".

Reading Sue Bishops book titled "The Complete Feedback Skills Training Book"

"Feedback if done properly can help with moral and performance" (Craig, 2008).

Feedback can be used to train and educate the employees to maintain or improve current performance levels (Forte, 2009).

Feedback can determine if there is alignment between managers and employees expectations and standards (Kinicki &Kreitner, 2009).

Hands-On Exercise - What Is Your Decision-Making Style (Pg 261)

According to Kinicki & Kreitner(2009) no one decision making style is prominent when individuals make a decision, often it is the combination of one or more styles which are used by an individual to make a decision. My hands-on exercise score reflects that I tend to overuse the behavioural style of decision-making, which I agree with, as from my past work experience I have noticed that It was very hard for me to say no to my colleagues when the requested me to do a favour for them (Kinicki & Kreitner, 2009). I have also noticed that when confronted with difficult situations, I am very indecisive as to which course of action should I select (Kinicki & Kreitner, 2009). However, my scores for Directive and Analytical decision-making are much closer to the norms and I tend to agree with it as at times I have used the combination of both styles while making a decision.

Conceptual style of decision-making is one approach of decision-making style which I need to work on. Reflecting on the decision I have taken in my personal and professional life, I see that I have never considered too many options to solve a problem and have never critically analyzed the future effect of each option that I have (Kinicki & Kreitner, 2009).

Action Described

People-centred manager skills that I would develop

WHAT IS THE FOCUS

Examples of New Behaviour that I exhibit post analysis

WHAT WILL YOU ACTUALLY DO?

Resources required to implement change

WHAT DO U NEED TO MAKE A CHANGE?

Action's specific benefits to an organisation / or individual according to theory:

WHAT DIFFRENCE WILL IT MAKE?

In decisions-making I get influenced by others and over consider their perspectives.

While I understand and acknowledge others opinion I need to be assertive and take the decision which I think is the best.

Develop Critical-thinking skills to analyze the situation properly.

Develop myCommunication competenceto adapt my communication manners to the circumstances (Kinicki &Kreitner, 2009).

While confronted with decision-making I will use critical thinking to analyze the pro and cons of the different options I have.

In decision where people are involved, I will be more assertive and will communicate my thoughts clearly to the receiver.

Will enrol for "KEYS to critical Thinking" which are free classes offered by AUT

Reading online resources offered by www.Mindtools.com for Decision Making and Communication Skills.

People with good conceptual style are more people oriented (Kinicki &Kreitner, 2009). This can result in overall well being of the team and yield higher productivity.

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Employees possessing good communication skills help the group to come up with creative and innovative decisions (Kinicki &Kreitner, 2009).

As a manager/decision maker the main concern should be to support and guide employees to reach the organisational goals. Communicating openly through mutual decision making often results in positivity (Abraham, 1990).

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.

Action Described

People-centred manager skills that I would develop

WHAT IS THE FOCUS

Examples of New Behaviour that I exhibit post analysis

WHAT WILL YOU ACTUALLY DO?

Resources required to implement change

WHAT DO U NEED TO MAKE A CHANGE?

Action's specific benefits to an organisation / or individual according to theory:

WHAT DIFFRENCE WILL IT MAKE?

I have a moderate commitment to change and usually take time to adapt to it.

I need to adapt quickly to a change and rather than resisting it, I should embrace the change.

Learning to think outside my paradigms: challenging the ways I think about / do things.

Inner Conflict resolution skills:being upfront about issues I have and quickly getting someone to address them for me.

I will be open to a change and will think outside my paradigms to embrace the change

I will be upfront about any issues I have about the change and will get someone to address my doubts there by making the transition process smoothfor me.

Reading online article by Danny Welsh titled "Paradigm Shift!! Shift Your Paradigm and Get Started Now in Real Estate Investing"

Read Roy hunters book titled "Hypnosis for Inner Conflict Resolution: Introducing Parts Therapy"

In a change process acknowledging employee's emotions and treating them with respect results in increased employee engagement (Smollan &Sayers, 2009).

Some delegation of decision-making authority in the change process helps to create a feeling of autonomy in employees, resulting in positive commitment to change (Parish, CadwalladerHYPERLINK "javascript:void(0);"&HYPERLINK "javascript:void(0);"Busch, 2008).

If employees are participating in the change process, they are less likely to resist it (Kinicki &Kreitner, 2009).

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

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.

Action Described

People-centred manager skills that I would develop

WHAT IS THE FOCUS

Examples of New Behaviour that I exhibit post analysis

WHAT WILL YOU ACTUALLY DO?

Resources required to implement change

WHAT DO U NEED TO MAKE A CHANGE?

Action's specific benefits to an organisation / or individual according to theory:

WHAT DIFFRENCE WILL IT MAKE?

My self-presentation skills have let me down at times and I am week in self-monitoring my behaviour to a given situation.

I need to improve my self-monitoring skills and work on my self-presentation skills.

Presentation Skills: the way I present myself in different situations

Self-monitoring skills: adaptingmy behaviour to a situation

Effective Listening Skills: not only actively listening but also trying to make sense of it.

Communication Skills: working towards becoming a better communicator.

No situations are alike, so I will tailor my self-presentation to the situation I am confronted with.

I will actively observe what other person is saying and will try to make sense of it and will adjust my behaviour accordingly.

Using the online resource "International Business Etiquette and Manners" offered by www.cyborlink.com

Reading the online article by Paula titled "Business Etiquette - More Than Just Eating with the Right Fork "

Enrolling for "Business Etiquettes" course offered by PARNELL learning

According to Paula (2009) Business Etiquette are about making people comfortable around you and you being comfortable around them. This can lead to synergies and better team work in organisation.

Business Etiquettes can depict the degree of self-control a person possesses to accomplish a task successfully (Paula, 2009). This can help to win clients trust in the person and organisation.

At an individual level Business Etiquettes can be the passport to achievement and personal goals accomplishment (Pincus, 1999).