Course Overview & Logistics

Management Competencies
Session 1:
Self-Awareness
Instructor Name:
Date:

Agenda
1. Warm-up Case
2. Competence AND Character
3. Course Overview & Logistics
Session Overview
Assessments
4. “Meta-Competence”: Self-Management
5. Key Takeaways

1. Warm-Up Case
frameworks that capture the range of common
managerial activities
Gulick & Urwick 1937
Mintzberg 1973

to perform those activities well, managers need a variety
of underlying skills/competences
(Robbins et. al., 2006)
Focus in our
course

Research Focus:
Common “Core” Competencies

Whetten &
Cameron
(1984)
Luthans,
Rosenkrantz,
and Hennessey
(1985)
Senge (1990) Spencer &
Spencer (1993)
Quinn et al.
(1996)
Center for
Creative
Leadership
(2016)
Communication & Influence X X X X X X
Decision Making X X X X X X
Motivating, Developing, and
Coaching others
X X X X X X
Power & Politics X X X
Relationship Mgmt,
Collaboration, and Teamwork
X X X X X
Change X X X
Conflict X X X X
Time/Stress Management, etc. X X
Self-Management & learning X X X X

“core”
competences
Critical Reflection:
What makes something a “core” competence?

2. Competence AND Character
competence character
Success + Satisfaction
values +
creed (sys.
of beliefs),
defaults,
identity
knowledge
& skills
(base + meta)

David Brooks’ Résumé Virtues vs. Eulogy Virtues
Résumé Virtues
what you list on your résumé
job/market relevant skills that
contribute to
external success
Eulogy Virtues
get talked about at your funeral
what people remember you for
constitute the core of your being,
and contribute to
internal and
lasting satisfaction
correspond to the career-oriented,
ambitious side of our nature, our desire
to do good and conquer the world
correspond to the contemplative of our
nature, our desire to be good and serve
the world
source: David Brooks (2015). The Road to Character. New York: Random House.
discover your character strengths
Watch the video and take the VIA survey using the following
link to discover your character strengths:
http://www.viacharacter.org/www/Character-Strengths/Character
Interpersonal Success has two dimensions

low high
low Incompetent Jerk
(Disgust)
Competent Jerk
(Envy/Distrust)
high Loveable Fool
(Pity)
Loveable Star
(Respect)

competence
likeability
(i.e. character)

3. Course Overview & Logistics
Logic and structure of the course
Prescribed Reading
TEXTBOOK
(buy this)
Carlopio, J., & Andrewartha, G. (2012).
Developing Management Skills: A Comprehensive
Guide for Leaders
(5th ed.) Pearson Australia:
Frenchs Forest, NSW.
Articles/Chapters on LMS
(download these)

Assessment

Assessment Task Type of
Assessment
Submission
format
Due Date Weighting
Management
Competence
Assessment
Individual Electronic via
Turnitin link
provided in LMS
Wed, Aug 21,
6pm
20%
(1000 words)
Team business case
report, video
presentation, and
feedback form
Team Electronic via
Turnitin link
provided in LMS
Mon, Sept 23,
6pm
Feedback due
Mon, Sept 30
6pm
25%
(2500 words, 4-5
minutes, & 500
words)
Management
Competence
Development
Individual Electronic via
Turnitin link
provided in LMS
Mon, Oct 14,
6pm
15%
(1000 words)
2-hour home exam Individual Handwritten on
day of the exam
During exam
period
40%

4. “Meta-Competence”:
Self-Management

What is Self-Management?
Self-Management =
Self-Awareness * Self-Improvement
focus today
Socrates
The unexamined life
is not worth living.

WHAT to focus on:
Five major areas of self-awareness
Copyright ©2012 Pearson Australia (a division of Pearson Australia Group
Pty Ltd) – 9781442547629/Carlopio/Developing Management Skills/5e
20
COGNITIVE STYLE example
Dwight Eisenhower
(general, US president)
Lyndon B. Johnson
(senator, US president)
READER LISTENER
21
WHAT to focus on: personality (the “BIG 5”)
traditionally low scores (high
score for neuroticism) were
considered “BAD” for
professionals
to be an effective manager you
were expected to have high
scores on O, C, E, A and low
score on N

WHAT to focus on: personality (the “BIG 5”, cont.)
increasingly there is
recognition that all
personality profiles have
advantages and
disadvantages

HOW to gain insight:
methods for boosting self-awareness

triangulation
individual theories, methods, and data sources can only provide a partial (possibly
biased) representation of a complex phenomenon
to overcome this limitation use multiple in combination
best approximation of the “truth”
approach A
approach B
approach C

Self-awareness gap
Potential Indicator of Awareness Gap:
Assessment Differentials

Expanding self-awareness using the Johari window
(Luft, 1969)
Dysfunctional responses to others’ views
being defensive or protective
when information about self is
inconsistent with positive selfconcept
(e.g. attribution bias)
Stereotype Threat The Sensitive Line
underperforming and disidentifying with a domain that
was once self-relevant and in
which you might have excelled
when negatively stereotyped

CANDIDATE TOLD ME THEY NEVER
GOT SOMETHING WRONG (EVER)
CANDIDATE SAID SOMETHING
INAPPROPRIATE
CANDIDATE ACTED LIKE THEY WERE
BETTER THAN EVERYONE ELSE
INSTRUMENTAL REASON FOR SELF-AWARENESS:
AVOID DEAL-BREAKERS FOR EMPLOYMENT INTERVIEWS
1 2 3
these 5 areas can help prevent deal-breakers
(a) goal for self-awareness
(as a solid basis for personal development)
(i.e. confident but NOT cocky)