write a reflection paper based on the material provided in the pictures below atlesat 6-8 pages by answering the prompts

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write a reflection paper based on the material provided in the pictures below atlesat 6-8 pages by answering the prompts below and relating them back to the course material

Write A Reflection Paper Based On The Material Provided In The Pictures Below Atlesat 6 8 Pages By Answering The Prompts 1 (84.6 KiB) Viewed 62 times

Take some of the relevant personality tests at the beginning of each chapter we coverthe results will give you good material to discuss in relation to the course content.Has your level of self-awareness changed after taking this course? If so how and why?How do you intend on using what you've learned in the workplace?When you are looking to reflect on content that interests you, ask yourself questionslike:oWhat does this mean to you?oWhat did you learn about yourself?oWhy does this matter to you?How did your involvement and participation in this course fit into your broader goals fordeveloping yourself?
Take some of the relevant personality tests at the beginning of each chapter we cover
the results will give you good material to discuss in relation to the course content.
Has your level of self-awareness changed after taking this course? If so how and why?
How do you intend on using what you've learned in the workplace?
When you are looking to reflect on content that interests you, ask yourself questions
like:
o
What does this mean to you?
o
What did you learn about yourself?
o
Why does this matter to you?
How did your involvement and participation in this course fit into your broader goals for
developing yourself?
Was there anything we learned that surprised you?
What were some of the most powerful learning moments? Why?
What could get in the way of your progress, and what will you do about it?
Did you find any blind stops in your thinking approach?
How does this information serve your future practice as a manager?
How can you measure your progress in implementing this philosophy?
What content were you drawn to and why?
Did anything we have studied give you a new perspective, challenge your point of view,
or introduce you to new techniques, skills, and/or processes?
Was there anything we covered you intend to learn more about on your own time? If
so, why and how?
As a future manager, what good will you try to do in the world using some of the tools
we have given you? What will that look like?
Did anything we learned change your perspective on past experiences as/with a
manager? If so, how and why?

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Week 1) Introduction + Chapter 1&2: Knowing Ourselves -Management skills consists of actions that lead to positive outcomes -They are: Behavioural because of actions needed for those skills Developable because we can work to better those skills Interrelated because set skills are required for other skills (work together) Contradictory because requires teamwork and managing conflict -Management: coordinating work activities with and through other people so the activities are completed efficiently and effectively -Efficiency: Getting the most output from the least amount of inputs -Effectiveness: Completing activities so that organizational goals are achieved -Manager: Someone who coordinates and oversees the work of other people so organizational goals can be accomplished Managers vs. leaders vs. followers -Managers promote stability while leaders press for change -Leaders establish direction by developing a vision for the future and inspiring workers to overcome hurdles -Managers implement the vision and strategy provided by leaders -Managers also coordinate staff and handle day-to-day problems -Managers are the worker bee for the leaders. -Leaders establish a vision and mission and managers implement the vision and mission -Followers are defined in management as "those who have are low in the hierarchy and have less power, authority and influence than their superiors" -Followers are needed and need managerial skills (give positive outcomes) Managing five perspectives -1. Managing self -Self-awareness - One of the most important trait of managers -Self-awareness is being aware of own feelings, knowing our strengths and weakness -Believing in ourselves -Reflecting back on our failures and successes -Self-awareness leads to understanding ourselves and lead, manage others -2. Managing organizations -3. Managing context -4. Managing relationships -5. Managing change -Knowledge: Consists of facts, information and experiences that are linked together to become meaningful -Skills: Accumulated knowledge that has been formalized into behavior steps needed to adequately perform an activity. Strengths express themselves through tangible skills. Skills are the final outcome from developing your strengths. Identify a strength that you would like to develop into a management skill
-Strengths: A sense of ownership of the strength (This is the real me."). A feeling of excitement while displaying or using the strength. A rapid learning curve when using the strength. A yearning to use the strength. Invigoration rather than exhaustion when using the strength. A feeling of motivation to use the strength. 10 strengths related to manager performance: 1. Self-confidence: This is the foundation for many important manage behaviors and refers to the assurance in one's own ideas, judgments, and capabilities. 2. Emotion Control: Being able to keep one's emotions in check so that they don't interfere with relationships and goal attainment. 3. Focus: Give their attention to the immediate problem and then go back to the long- term task without losing speed. 4. Objectivity: Observe yourself, others and situations impartially 5. Relationship Building: Management means getting things done through and with other people 6. Initiative: Strong capacity to begin an activity without procrastination 7. Goal-Directed Mindset: The ability to look forward and define a goal or vision for the future! 8. Ability to Organize: Capacity to arrange people, resources and activities into a system 9. Time Management: High on self-regulation, allocate and use time efficiently project and juggle tasks to complete the most important jobs first 10. Agility: Revise and adjust your plans and change course when faced with obstacles, setbacks, new data, or mistakes. Related to one's ability to adapt to change and to incorporate new information. -We all have strengths, whether or not they pertain to management, but many of us fail to recognize and apply them. Only when we know our own strengths can we use these abilities effectively in our work and personal relationships. -Knowing our strengths and weaknesses and how to improve -Once we recognize our innate talents, we can turn them into strengths by consciously developing and enhancing them. Until they are honed and strengthened and put to use, talents are merely aspects of our potential. -We need to know ourselves before we are able to understand others -Self-awareness is key! Need to have self-awareness to have self-control to maintain social awareness and eventually emotional intelligence -Emotional intelligence includes: -Self-awareness: aware of own feelings. Knows own strengths/weaknesses. Believes in self. Welcomes criticism/advice -Social awareness: understands informal structure. Shows empathy. Helping orientation. Social pattern recognition -Self-Management: positive outlook. Adaptability. Initiates goals. Keeps commitments -Relationship Management: airs conflicts. Gives feedback/ develops others. Catalyzes change. Persuasiveness -Self-awareness is a primary characteristic of effective leaders is that they know who they are and what they stand for. -When managers deeply understand themselves, they remain grounded and constant. People know what to expect from them.
-Knowing who we are and striving to better understand ourselves maximizes our management skills. - 3 ways to enhance your self-awareness: -1. Soliciting Feedback: Seeking feedback can improve performance and job satisfaction -2. Self-Diagnosis: Self-inquiry and reflection honestly; plus, examining yourself objectively -3. Self-Disclosure: Sharing your fears, thoughts, emotions and concepts with others -Johari window represents self-awareness. We must strive to expand the yellow window Known to Self Known to Self Known Open Not Unknown -Self-awareness builds skill competence Stage 1: Unconsciously Incompetent No Competence with the skill, and no awareness that you lack competence. Stage 2: Become conscious of what's required to do well; but, are still personally incompetent. Stage 3: The practice becomes a real pleasure. You receive positive feedback from your skill and are aware of how well you are doing which sets up transition to stage 4. Stage 4: The skill becomes an integral part of who you are. It occurs naturally and without conscious thought or effort. -We all differ as individuals: Personality Beliefs and values Thinking style Interaction with the world -Personality: set of unseen characteristics and thought processes that underlie a relatively stable pattern of behavioral response to people, ideas, and circumstances. *BIG FIVE MODEL
Quier, Ouping mergic, gregarious Wwm, Nod mily Agreeabl consider Impatie cardi Responsible dependable palone Confident Tal Seability cales Nawild of interest, kes the s tried and true Imagina nous, pen -These factors represent a continuum. A person may have a low, moderate or high degree of each quality. -Personality is only one influence on a manager's performance, and may other factors play a part in determining job success. However, some characteristics appear more important for certain types of jobs. A high degree of conscientiousness seems to be the one dimension of the Big 5 that is important for success in all types of jobs and careers. Traits of agreeableness are increasingly important for people in today's collaborative organization. -Beliefs and Values: Values are core beliefs. Types of values: End/Terminal Values: the kind of goals or outcomes worth pursuing Instrumental Values: types of behavior that are appropriate for reaching end goals -Interactions with the World: Myers-Briggs (MBTI): measures differences among individuals in their psychological preferences for how they interact with others and perceive the world Four Pairs of attributes based on Jung's concepts: Introversion vs. extraversion: This dimension focuses on where people gain interpersonal strength and mental energy. Sensing vs. intuition: This identifies how a person absorbs information. (Sensing- gathers and absorb information through the five senses. Intuitive-rely on less direct perceptions.) Thinking vs. feeling: This dimension relates to how a person makes a decision; especially whether emotions play a role. (Feeling: tend to rely more on their values and sense of what is right and wrong. Thinking: tend to rely more on logic as they try to be rational, objective, and interpersonal in decision making.) Judging vs. perceiving: Concerns an individual's attitudes toward ambiguity and how quickly a person makes a decision. (Judging- likes certainty and closure, make decision quickly based on available data to meet deadlines. Perceiving- enjoy ambiguity and multitasking.) 16 personalities:
ISTJ: Organizer, trustwor- thy, responsible, good trustee or inspector. ISTP: Cool, obser- vant, easy-going, good craftsperson, ESTP:Spontaneous, gre- garious, good at problem solving and promoting ESTJ: Order, structure, practical, good adminis- trator or supervisor. ISFJ: Quiet, conscientious, devoted, handles detail, good conservator. ISFP: Warm, sensitive, team player, avoids con- flict, good artist. ESFP: Sociable, generous, makes things fun, good as entertainer. INT): Independent thinker, skeptical, theory, compe- tence, good scientist. INTP: Designer, logical, conceptual, likes chal- lenges, good architect ENTP: Resourceful, stimu- ESFJ: People skills, harmo- nizer, popular, does things for people, good host. lating, dislikes routine, tests limits, good inventor ENT: Visionary plan- ner, takes charge, hearty, speaker, natural leader. Logical Holistic Analytical Intuitive Fact-based Integrating Quantitative Synthesizing Organized Interpersonal Feeling-based Sequential Planned Kinesthetic B Detailed Emotional с Lower Lower left right -Managers fail when they cannot communicate effectively to share critical information with employees or work teams! -They may fail to listen to the concerns of people around them, with potentially devastating results. -6 killer constraints/weaknesses -never feeling good enough -being a marshmallow (too soft) -acting without care how you will affect someone or something being a bully -being emotionally tone-deaf -demonstrating low self-control -being overly critical Week 2) Chapter 3: Stress -Self-management: the ability to engage in self-regulating thoughts and behavior to handle difficult or challenging situations. INFJ: Persevere, inspira- tional, quiet caring for others, good counselor. INFP: Idealistic, strong values, likes learning, good at noble service. ENFP: Imaginative, en- thusiastic, starts projects, good champion. ENF: Charismatic, per suasive, fluent presenter, sociable, active, good teacher. D Upper right -Thinking Styles: A Upper left
Perform a Weekly Review Update calendars, action lists; process new Rems New Brain Higher-order thinking Old Brain Lower-level automatic thinking Non-conscious Do k Consider time and context, energy level, and task priority Get Organized Decide the Next Action Schedule appointments, tasks; set up calendars, action lists Empty Your Head Do it, delegate it, or defer it Collect all the things you need or want to do -Time management: using techniques that enable you to get more done in less time and with better results. Means managing yourself so that you are more productive and can accomplish what you need or want to accomplish. -Higher-Order Thinking: Many managers know the right thing to do but have a hard time doing it. People high in self-management are able to take control of their behaviors and direct themselves to achieve their goals -Brain has two parts: "Old Brain": habitual, automatic, stimulus-driven part Unconscious impulses, fears, emotional drives and lifelong habits Lower level; automatic thinking "New Brain": intentional, rational, thoughtful mind Conscious choice of how to behave rather than react to a situation out of fear, desire, or other strong emotions Higher-order, big picture thinking
-Metacognition: The ability to think about your own thinking and asset some control over your cognitive processes. -A well-developed higher order thinking process that provides the self-awareness and self- discipline a manager needs to: -establish goals, plan and set priorities, -see a big picture of how elements fit together, -get organized, -take initiative, and restrain inappropriate emotions -restrain distractions to persevere and complete a project Low Time Management Techniques: 1. Remember Your ABC's 2. Follow the 80/20 Rule 3. Do a Daily Review and Look-Ahead 4. Do One Thing at a Time 5. Keep a To-Do List High Urgency Quadrant 1 Quadrant 3 Crises Developing subordinates Innovation Meeting immediate deadlines Pressing problems Examples: a major customer complaint, a report due in an hour Planning and prioritizing Example working with employees; reading about industry changes Quadrant 2 Quadrant 4 Worry and anger Some mail and phone calls Unscheduled interruptions Some meetings Example: checking e-mail Escape activities; busy work Arguments Example surfing the Internet for no reason Low -Procrastination: A delay in starting or completing an intended task or course of action when the delay may have negative consequences. When we intend to do, need to do, and feel bad for not doing it we are procrastinating. Overcoming Procrastination Techniques: 1) visualization 2) targeted self-talk 3) maximize prime time 4) just get started 5) use deadlines Importance
-Stress: individual's physiological, mental, and emotional response to external stimuli that place physical or psychological demands on the individual and create uncertainty and lack of personal control when important outcomes are at stake. -Stressors: external forces or events, whereas stress itself is the individuals' response to them. -Time stressors result from too much to do in too little time. Work overload Lack of control -Encounter stressors are conflicts resulting from interactions with others. Role conflicts Issue conflicts Action conflicts -Situational stressors arises from the environment in which a person lives or from an individual's circumstances Unfavorable working conditions Rapid change -Anticipatory stressors result from anticipating potentially disagreeable events, causing anxiety or fear. Fear of failure or embarrassment in front of peers are most common. Unpleasant expectations Fear -Stress related problems at work include: Absenteeism Turnover Job Dissatisfaction Accidents Physical Health of Employees -Challenge Stress: fires you up. Increases your focus, alertness, efficiency, and productivity -Threat Stress: burns you out. Point at which we have gone over the top of the stress curve and stop feeling productive; experience emotions of anxiety, fear, depression, or anger; easily irritated; and may have trouble making decisions. Physical symptoms: headaches, insomnia, stomach problems -Type A People Extreme Competitiveness Impatience Aggressiveness Devotion to Work Experience more stress-related illnesses High-energy people Generally, seek positions of power and responsibility Less conflict with other people -Type B People
-Anticipatory stressors result from anticipating potentially disagreeable events, causing anxiety or fear. Fear of failure or embarrassment in front of peers are most common. Unpleasant expectations Fear -Stress related problems at work include: Absenteeism Turnover Job Dissatisfaction Accidents Physical Health of Employees -Challenge Stress: fires you up. Increases your focus, alertness, efficiency, and productivity -Threat Stress: burns you out. Point at which we have gone over the top of the stress curve and stop feeling productive; experience emotions of anxiety, fear, depression, or anger, easily irritated; and may have trouble making decisions. Physical symptoms: headaches, insomnia, stomach problems -Type A People Extreme Competitiveness Impatience Aggressiveness Devotion to Work Experience more stress-related illnesses High-energy people Generally, seek positions of power and responsibility Less conflict with other people More balanced relaxed lifestyle Typically live with less stress Type of Stressor Elimination Strategy -Type B People Time Effective time management Efficient time management Encounter Building community Contributing Emotional and social intelligence Situational Work redesign Anticipatory Goal setting Small wins -Pre-crastination: Performing task much earlier, to get it out of the way