PROFESSIONAL DEVELOPMENT FOR

STRATEGIC MANAGERS

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 managers 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 employees and work with them to resolve their
problems.

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)
Communication Skills
c. Attitude d. Personality.

b.

Professional Skills: a. Leadership potential

b. Personal
Effectiveness
c. Decision Making d. Conflict Resolution

Personal Skills
a.Stress Management (Frazzle Factor)

(source-http://accentus-management.co.uk/wp-content/uploads/2013/02/stressmanagement-seminars-banner.jpg)

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

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

Consequences of Stress
Illness 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.
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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 Organisations

High Staff Turnover and Recruitment Costs
This 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
employers 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 employees 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
employees 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 Levels

As 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 employees work begins to suffer. This
lowers the productivity levels of the company.

Increased Health and Safety Issues

This 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.

Litigation
Organisations 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 Damage
The 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 doesnt 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 Costs

As 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 Stress
There 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.
1. Take a Deep Breath
Stress 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 Time
One 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.
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Self-Evaluation
My 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

b. Communication Skills

(source-http://www.gdlacademy.com/images/stories/communication_skill.jpg)

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 Communication
Communication 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 Communication
Formal 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 Communication
Informal 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 Communication
Communication 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 Communication
In 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 Communication
Information 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 Communication
It 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 Communication
Verbal 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.
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(b)Non-Verbal Communication
Non-verbal communication includes body language, gestures, facial
expressions, and even posture. Non-verbal communication sets the
tone of a conversation, and can seriously undermine the message
contained in your words if you are not careful to control it.
(c)Written Communication
Written 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 Process
The 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
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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 nonverbal 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.
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.
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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 people
b. Pay attention to peoples facial expressions, body language, and
tone of voice.
c. See things from the other persons point of view.
d. Adjust your communication style to match theirs.
e. Avoid criticizing, making negative judgments, or saying that the
other person is wrong.
f. Show interest in the other persons interests and concerns.
Listen
a. 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.
Communicate
a. Speak with sincerity and conviction.
b. Be sensitive to other peoples communication style.
c. Know what you want to accomplish. Do you want people to
understand your position? Lend their support? Approve your
request?
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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.
Speak
a. 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 peoples
attention only so long.
d. Ask for feedback; was the message understood.

Communication in Organizations Has the Following Role

a.
b.
c.
d.
e.

Helps in fostering motivation

Aids in the function of control
Provides information for making decisions
Gives vent to one's feelings
Helps in the satisfaction of social needs

c. Attitude
Each 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 Attitudes

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As 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
Stoicism
Scepticism
Denigration
Pragmatis
m
Idealism
Spiritualis
m
Realism

POSITIVE
Tranquillity
Investigatio
n
Contradictio
n
Practicality

NEGATIVE
Resignation
Suspicion

Coalescence
Verification

Navet
Credulity

Perceptiven
ess

Supposition

Denigration
Dogmatism

Structure of Attitudes
Attitudes structure can be described in terms of three components.
Affective component: this involves a persons 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 persons belief / knowledge
about an attitude object. For example: I believe spiders are
dangerous.
This model is known as the ABC model of attitudes.
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 persons
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
15

example, smoking cigarettes and knowing that smoking causes lung

cancer and heart disease.

Importance of Positive Attitude

1. 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.

d.Personality

16

(source-http://talent.linkedin.com/blog/wp-content/uploads/2014/01/eggs-withpersonality.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 Defined
Personality can be defined as consistency in a persons 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, behaviours, and coping
mechanisms. It is the distinctive pattern of your psychological
functioningthe way you think, feel, and behavethat makes you
definitely you.

Personality Theories
1. 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 personality traits described by the theory are
17

extraversion,
neuroticism.

agreeableness,

openness,

conscientiousness,

and

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. introversion
ii. Openness v. closeness
iii. Neuroticism v. emotional stability
iv. Agreeableness v. hostility
v. Conscientiousness v. spontaneity

18

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 Briggs Theory

The 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)
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iv.

J or P (Judgment or Perception)

There are sixteen Myers Briggs personality types.

The Four Preferences in More Detail
a. 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".
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 Types
When we put these four letters together, we get our personality type
code, and there are sixteen combinations.

1.INFP

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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
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 INFP
INFPs 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
INFPs 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
21

 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
INFJs often appear quiet, caring and sensitive, and may be found
listening attentively to someone elses 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
22

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 someones 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.
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.
23

 Although INTJs arent 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 someones
beliefs dont 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
INTPs are often thoroughly engaged in their own thoughts, and
usually appear to others to be offbeat and unconventional.
The INTPs mind is a most active place, and their inward orientation
can mean that they neglect superficial things like home dcor or
appropriate clothing.
24

 They dont 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.
25

 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 hasnt 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 ENTPs 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 dont
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.

26

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.
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: its 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.

27

 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.
Recognizing an ENFJ
ENFJs 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

28

 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.
Theyll often share their own aspirations freely, and want to hear
others in return.
The ENFP is unlikely to judge anyones 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 dont 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.
29

 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.
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
30

 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.
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.
31

 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 theyre 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
whos 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

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.
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 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.
Theyre 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

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.
33

 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

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
34

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

ISFJs are
industrious caretakers
loyal to traditions and organizations
Practical
35

 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

36

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.
37

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 Skills
a.Leadership Potential
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 individuals
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 Ability
Of course, theres 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
38

 Intent to stay: An employees 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 its the
employees who can put together the total package aspiration, ability,
and engagement who have the highest potential to rise to your
organizations key leadership roles and succeed in them.

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

39

b.Personal Effectiveness
Personal 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 Confidence

It 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 esteem
Healthy 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-Awareness
Self-awareness is essential to learning and growth in a management
role because it forms the basis by Self-Observation/Exploration. One
cant 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.
40

Self-Reward and Punishment

It is better to use self-reward, than self-punishment. Celebrate your
victories and dont 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 goalrelevant 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
41

 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.

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

42

c. Decision Making

(source-http://www.bodhih.com/images/leadershiptraining/Decision-MakingSkills-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 making

1. Implementation of managerial function
Without decision making different managerial function such as
planning, organizing, directing, controlling, staffing cant 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 making
The 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 performance
Decisions 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 policies
Any 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
43

alternatives. Therefore decision making is an important process which

is helpful in planning.
5. Selecting the best alternatives
Decision 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 business
Every 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
44

about getting it. Some information must be sought from within you
through a process of self-assessment; other information must be 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.

45

d.Conflict Resolution

(source-http://reachsummitconsulting.com/wp-content/uploads/2012/11/conflictresolution-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 conflict
Functional conflict can be defined as
disagreement between two or more people.
Dysfunctional conflict
Dysfunctional conflict can be defined as
disagreement between two or more people.

healthy

healthy

constructive

destructive

Causes of Conflict
Conflict causes are categorized into structural factors and personal
factors.
Structural Factors
Structural 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
46

ambiguities may increase with team and group work, when conflict
arises from confusion over group responsibilities.
Personal Factors
Personal factors include skills and abilities, personalities, perceptions,
values and ethics, emotions, communication barriers and cultural
differences. Communication barriers can be physical or value-related.

Forms of Conflict

1. 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 conflict
Intergroup 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 conflict
Intragroup 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 conflict
Intrapersonal 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 individuals thoughts, values, principles and
emotions.
5. Interpersonal conflict
Interpersonal 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.

47

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

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 anothers. Rationalization is trying to justify ones 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

Avoiding
Avoiding 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.
Accommodating
Accommodating is the style that is most frequently used with family
and friends. It involves concern that the other partys goals be met but
relatively little concern with meeting ones own goals. Accommodating
may be appropriate when you find you are wrong or when you are
attempting to create an obligation for future reciprocation.
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 Competing
Competing 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.
Compromising
The compromising style involves each party giving up something to
reach a solution to the conflict. Compromises are not optimal solutions.
Collaborating
Collaborating is the winwin style that involves open and thorough
discussion of the conflict to arrive at a solution that is satisfactory to
both parties.

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

49

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 Kolbes model
SWOT Analysis
SWOT 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 organizations resources and
capabilities to the requirements of the environment in which the firm
operates.

50

Strengths
Strengths are the qualities that enable us to accomplish the
organizations mission. These are the basis on which continued success
can be made and continued/sustained. Strengths can be either tangible or
intangible.
Weaknesses
Weaknesses are the qualities that prevent us from accomplishing our
mission and achieving our full potential.
Opportunities
Opportunities 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.
Threats
Threats arise when conditions in external environment jeopardize the
reliability and profitability of the organizations business. They compound
51

the vulnerability when they relate to the weaknesses. Threats are

uncontrollable.

Advantages of SWOT Analysis

SWOT 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 Analysis

My Strengths/Qualities
My 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 Weakness
My 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.

My Opportunities
By 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
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Learning Styles
Kolb Learning style
According 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 as projects, group discussions or
homeworks. 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. Converger
Convergers 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
53

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. Diverger
Divergers 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. Assimilator
Assimilators
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. Accommodator
Accommodators 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 background is often in practical fields such as business or
education. They prefer action-oriented" jobs such as nursing,
teaching, marketing, or sales.
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VARK MODEL
In 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 Learners
Visual 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 Learners
Aural (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 Learners
Reading 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 Learners
Kinaesthetic (or tactile) learners learn best by touching and doing. Handson experience is important to kinaesthetic learners.

Self-Evaluation
From the self-evaluation of learning style of Kolbes 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 Plan

Short Term Goals (2014-2016)
Goal

Resources

Control anger
management

Attending anger December 2014

management
classes,
breathing
exercises,
relaxing imagery
Thinking
November 2014
positively,
practicing
assertiveness

Improve selfconfidence

Completion of
BTEC LEVEL 7
Strategic

Assessments,
Seminars,
Projects, Exams

Time

June 2016

56

Timeline
Review
January 2015

March 2015

July 2016

Management
and Leadership

Middle Term Goals (2016-2019)

Goal
Resources
Job in
multispecialty
hospitals like
Columbia Asia,
Fortis
Earn Rs.20000
per month

Attending
interviews, job
vacancies

November 2016

Timeline
Review
December 2018

Doing job

November 2016

January 2019

Time
March 2019

Timeline
Review
March 2024

November 2024

December 2028

Long Term Goals (2019-2024)

Goal
Resources
Build an old age
home in
Bangalore

Set up an
Infertility
Hospital in
Vadodara

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

Time

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 its 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 selfs as
57

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 Goals

From 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.

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 665-677
2. Donald.G.Gardner, Randall.B.Dunham, Management and
Organisational Behaviour, Pg. No: 185-213
3. Robin Fincham, Peter Rhods, Principles Of Organizational
Behavior,4th Edition, Oxford University Press, New Delhi, Pg. No 80913

Internet/Websites:
1. http://www.leadersdirect.com/personal-effectiveness
2. http://www.evancarmichael.com/Productivity/4974/7-Benefits-ofHaving-a-Positive-Attitude.html
3. http://www.managementstudyguide.com/swot-analysis.htm
4. http://www.simplypsychology.org/attitudes.html
5. 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-ofdecision-making/
8. http://www.bridgespan.org/getdoc/edd4e6a9-93de-478a-a01862ee7fc3ac90/What-Leadership-Potential-ReallyMeans.aspx#.VMnOKYuUc0s
9. http://www.douglas.qc.ca/info/stress-causes-and-consequences
10.
https://employability4socialsciences.wordpress.com/personaldevelopment-planning/
11.
http://www.personalitypage.com/html/info.html
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12.

http://www.ukessays.com

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