change & knowledge management 1

8/8/2019 Change & Knowledge Management 1

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Change & Knowledge Management

05MBA3MBA 3rd semester Core paper


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Part A

Change Management

Module 1- Personal Change:

Self awarenessSelf analysis

Self efficacy

Self esteem

Or anizational roles


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Self awareness- Introduction

Knowing others is wisdom, knowing

yourself is Enlightenment.

Tao Tzu


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Awareness is the first step in the creation process.

As you grow in self awareness, you will betterunderstand why you feel what you feel and why

you behave as you behave. That understanding

then gives you the opportunity and freedom to

change those things youd like to change about

yourself and create the life you want.


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Without fully knowing who you are, self

acceptance and change become impossible.Having clarity about who you are and what you

want (and why you want it), empowers you to

consciously and actively make those wants a

reality


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Who's t

he expert?

When we want good, solid information, we turn to theexperts. So, who are you going to turn to for information

about yourself? Who's the expert?You.

Does a friend, a therapist, a minister, your hero, yourspouse, your parents know more about you than you?They can't. You live in your skin and mind 24 hours a day,7 days a week, 52 weeks a year. Day in and day out. Noones closer to you than you!


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Definition of Self awareness

The ability to know and understand one's self.

Self-awareness is the ability to perceive one's own

existence, including one's own traits, feelings and

behaviors.

Self-awareness is a personal understanding of the verycore of one's own identity. It is the basis for many other

human traits, such as accountability and consciousness.


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Levels Of SA

The dyadic relationship can be thought of as composed ofinterself.

Self is the core of personality pattern which providesinteraction. Such a concept is cognitive: It describes the

self in terms of image, both conscious and unconscious. A central construct in the interself is the image of

relationship-those aspects of the codes and means of theinterperson known and shared by its participants.

Other portions of these codes are hidden to the membersand yet may be known to others.

Johari Window gives to look what one is conscious isones social exchanges and what one is not.

Joseph Luft & Harrington Ingham have developed a JW.


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Johari Window


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Change in Awareness

The awareness about self is not static, rather, it

changes continuously. As awareness changes,

quadrant to which the psychological state is assignedalso changes. Jongeward identified eleven principles

of such change.

1. A change in one Q will affect all other Q

2. It takes energy to hide behaviors involved in interaction.3. Threads tends to decrease awareness, Mutual trust tends

to increase A

4. Forced A is undesirable

5. Interpersonal learning will lead Q1 large & other small


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6.Working with others will involved more resources.7.The smaller the Q the poorer the communication

8. There is universal curiosity about the unknown area, butthis is held in check by diverse fears.

9. Learning about group processes, as they are beingexperienced, helps to increase A.

10. The value systems of a group and its members may beobserved in the way the group deals with unknown in the

life of the group itself.11. Sentivity means appreciating the covert aspects of

behavior in Q2,3,4 and respecting the desire of others tokeep them so.


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Self AnalysisSelf analysis is an independent methodical attempt

to study and comprehend one's own personality,

emotions, and behavior

To make decisions about our career first we should

know our self and hence we have to do self

analysis.

Exercise


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Self Efficacy Self-efficacy is the belief that one has the

capabilities to execute the courses of actions

required to manage prospective situations.

The higher the E more confidence you have in

your ability to succeed in a task.

Individuals with high E seem to respond tonegative feedback with increased effort and

motivation other with low E lesson their efforts.


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How self efficacy affects human function

Choices regarding behavior

Motivation

Thought patterns & responses

The Destiny Idea: Bandura successfully showed thatpeople of differing self efficacy perceive the world in afundamentally different way[citation needed]. People with ahigh self efficacy are generally of the opinion that they are

in control of their own lives; that their own actions anddecisions shape their lives. On the other hand, people withlow self efficacy see their lives as somewhat out of theirhands.


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Factors affecting self efficacy

Bandura points to four sources affecting self

efficacy;

1. Experience

2. Modelling

3. Social Persuasions

4. Physiological Factors


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Types of self efficacy

One can have self-efficacy beliefs about any human

endeavor.Three commonly studied types of self-efficacy

beliefs are Self-Regulatory Self-Efficacy: ability to resist peer

pressure, avoid high-risk activities

Social Self-Efficacy: ability to form and maintain

relationships, be assertive, engage in leisure time activities

Academic Self-Efficacy: ability to do course work,

regulate learning activities, meet expectancies


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The three types of self-efficacy are positively related.

When we are talking about a negative relationship, itsimply means that the higher the individuals

academic self-efficacy, the less his or her moral

disengagement. When we are talking about a

positive relationship, it means that the higher the

individuals academic self-efficacy, the more he or

she engages in prosocial behavior.


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Tips for building employee self-efficacy Dont imply that employees are incompetent

Dont talk down to them about theor jobs

Dont find petty faults with their results

Dont criticize their work in front of their peers

Dont belittle the importance of their jobs or tasks

Do praise them for their appropriate effort Do ask for their input

Do listen carefully for their ideas for improvement

Do share positive feedback from their peers with them

Do provide formal recognition for their achievements.


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Self esteem

People differ in the degree to which they like or dislikethemselves. This trait is called self-esteem.

The research on SE offers some interesting insights into

organizational behavior. For e.g., self esteem is directlyrelated to expectations for success. High SEs believe thatthey posses the ability they need to succeed at work.

Individuals with high SE will take more risks in job

selection. Low SE are more susceptible to external influence

In managerial positions low SE will tend to be concernedwith pleasing others

High SEs are more satisfied with their jobs.


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Self EsteemSelf esteem is the opinion you have of yourself. It is based on

your attitude to the following:

Your value as a person

The job you do

Your achievements

How you think others see you

Your purpose in life

Your place in the world

Your potential for success Your strengths and weaknesses

Your social status and how you relate to others

Your independence or ability to stand on your own feet

I think this sums it up but you may be able to add a few other


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Organizational Roles

A roleisthe partanindividualplaysinthe work group.

It have formal requirement (Jon related and explicit) as

well as informal requirement (social and implicit)

The role a person plays is made up of the norms that the

groups has for the person filling a particular role.

Therefore role interaction between the person and thegroup have profound impacts on cohesiveness and group

performance.


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Basic Role Episode

Expected Role Sent role Perceived role Enacted Role


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Basic Role Episode details The basic role episode sequence suggest that people in a group

expect a person in a particular role to act in certain ways. (expected

role)Role expectation can lead to overload, will have negative consequence

They transmit these expectations formally and informally by theway of the sent role.

The individual perceive the role expectations with varying levels of

accuracy, Perceived role Then the individual enacts his or her role, Enacted Role

When errors creep into the role episode, however eitherroleambiguity or role conflict can result.


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Role Ambiguity

Role Ambiguity occurs when a person is unsure

about the exact nature of a particular job and the

expectations others have of the individuals are

unclear.

Inadequate job description, vague instructions from a

supervisor, or unclear cues from coworkers can all

result in role ambiguity.


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Role Conflict

Roleconflictarises whenexpectationsabouta

persons roleinthe group contradict oneanother.

This is another possible disruption, which arises

when demand of or message about roles are

essentially clear but also contradict one another

somewhat.


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Factors in role conflict

All those factors whcich determines the role

expectations are associated with role conflict in

an org. It can classified into three categories.

Namely:

1. Role Ambiguity

2. Organizational positions

3. Personal Characteristics


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Type of conflict Interrole conflict : can occur when a person experiences

conflict among two or more roles.

Intrarole conflict : can arises when a person getscontradictory message from different people in the samerole.

Intrasender conflict : the same person sends contradictory

message to the recipient. Person-role conflict : if there is some basic incongruence

between the person and his or her job


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Making Orgn. Role effective

By proper role prescription

Clarity in authority and responsibilityCreating proper atmosphere for individuals need

satisfaction.

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