Description
The presentation explaining about business leadership talks about johari window and human management, personal effectiveness cube and various factors related to human resource management.
Personal Effectiveness Johari Window
Johari Window
? Aspects of a person’s behavior and style that are known to him (self) ? Aspects of his behavior known to those with whom he interacts (others)
Johari Window Known to self Not known to self
Known to others
ARENA
BLIND
Not known to others
CLOSED
DARK
ARENA
? includes information such as name, age, appearance, familial / organizational affiliations, qualification etc
BLIND
? mannerism, effect of his actions or utterances etc
CLOSED
? secretive
DARK
? inaccessible
Personal Effectiveness Cube
HIGH
Effectiveness LOW ARENA CLOSED BLIND DARK
PEC Combinations
Arena Blind Closed Effectiveness Type of Person Self – Confident
Large
High
Large
Small Small
Low
High Low
Unperceptive
Perceptive Overly Cautious
_______________________________________________________________ Large Large Small Small High Low High Low Good Listener Secretive Frank Ego Centric
PEC Combinations - Contd
Arena Blind Small Small
Closed Effectiveness High Low
Type of Person Task – Oriented Closed
Large
Large
Low
High
Superficial
Open
Self- Confident
? May not be aware of his limitations but may not be aware of some of his strengths too ? Likely to rely on strengths and be blind to weaknesses ? May be his effectiveness will see him through situations, certainly will be limited due to his lack of awareness of some of his strengths and weaknesses
Unperceptive
? Unperceptive to nonverbal cues that people may send about his behavior e.g a boring trainer may continue endlessly not able to see the whole class drowsy!! ? Unable to understand subtle sarcasm, subdued communication of resentment and negative feelings and body language
Perceptive
? Perceptive of both verbal and nonverbal cues ? Perceptiveness helps in picking up cues and use them to change strategy of interaction and hence effectiveness e.g a perceptive supervisor who sees a subordinate preoccupied with some problem will ask him about what bothers him before pursuing taskrelated topics.- will help subordinate to be more open and relate more effectively
Overly Cautious
? Even though aware of his strengths, being ineffective will likely make him more concerned about his weaknesses ? Overly cautious means difficulty in taking initiatives, taking risks and hence may be immobilized
Good Listener
? Large closed area and high effectiveness is likely to be a good listener ? Instead of giving opinions he listens to opinions and makes decisions on his judgment ? Unlikely to share his point of view even when he disagrees with others’ point of view
Secretive
? Large closed area and low effectiveness tends to make the person secretive ? Others may wonder the criteria used to judge or what is expected of them. ? Not likely either to know his feelings as feelings are not shared
Frank
? Small closed area and high effectiveness is likely to be open and outspoken ? With out inhibition expresses feelings points of view opinions and gives feedback ? Shares his joys sorrows and experiences / feelings
Egocentric
? Small closed area and low effectiveness – may mean talk excessively about himself, achievements, talents , experiences and may be personal life also. ? So egocentric that he may not pay attention to others and their needs
Task- oriented
? Small arena can be quite effective in a limited way ? Tends to have high task orientation ? Does not relate to others on a personal or social level ? Being performance focused may restrict communication and interaction to tasks involved
Closed
? Neither shares his impressions nor listens to others ? Very little action on feedback received
Superficial
? Large arena but ineffective people do not tend to use openness to good effect with others ? He may interact, offer opinions and listen to others but all superficially ? Does not exercise judgment about when to open and what to look for in the feedback received
Open
? Large arena and high effectiveness ? He gives opinions freely and they are well understood ? Feels free to communicate and offers feedback with a sensitivity that others appreciate ? Eager to receive feedback – solicits, critically examines and uses it to good effect
Developing Personal Effectiveness
? Openness
? Perceptiveness
? Communication
Openness
? Share ideas, feelings, experiences, impressions, perceptions and various other data with others ? Openness in combination with perceptiveness and communication ? Avoid Destructive openness – telling it like it is
Perceptiveness
? Ability to pick up verbal and nonverbal cues from others ? Must be combined with openness and communication ? Perceptiveness and openness reinforce each other ? Being extremely perceptive may be ineffective – e.g too bothered about what others feel
doc_724631446.ppt
The presentation explaining about business leadership talks about johari window and human management, personal effectiveness cube and various factors related to human resource management.
Personal Effectiveness Johari Window
Johari Window
? Aspects of a person’s behavior and style that are known to him (self) ? Aspects of his behavior known to those with whom he interacts (others)
Johari Window Known to self Not known to self
Known to others
ARENA
BLIND
Not known to others
CLOSED
DARK
ARENA
? includes information such as name, age, appearance, familial / organizational affiliations, qualification etc
BLIND
? mannerism, effect of his actions or utterances etc
CLOSED
? secretive
DARK
? inaccessible
Personal Effectiveness Cube
HIGH
Effectiveness LOW ARENA CLOSED BLIND DARK
PEC Combinations
Arena Blind Closed Effectiveness Type of Person Self – Confident
Large
High
Large
Small Small
Low
High Low
Unperceptive
Perceptive Overly Cautious
_______________________________________________________________ Large Large Small Small High Low High Low Good Listener Secretive Frank Ego Centric
PEC Combinations - Contd
Arena Blind Small Small
Closed Effectiveness High Low
Type of Person Task – Oriented Closed
Large
Large
Low
High
Superficial
Open
Self- Confident
? May not be aware of his limitations but may not be aware of some of his strengths too ? Likely to rely on strengths and be blind to weaknesses ? May be his effectiveness will see him through situations, certainly will be limited due to his lack of awareness of some of his strengths and weaknesses
Unperceptive
? Unperceptive to nonverbal cues that people may send about his behavior e.g a boring trainer may continue endlessly not able to see the whole class drowsy!! ? Unable to understand subtle sarcasm, subdued communication of resentment and negative feelings and body language
Perceptive
? Perceptive of both verbal and nonverbal cues ? Perceptiveness helps in picking up cues and use them to change strategy of interaction and hence effectiveness e.g a perceptive supervisor who sees a subordinate preoccupied with some problem will ask him about what bothers him before pursuing taskrelated topics.- will help subordinate to be more open and relate more effectively
Overly Cautious
? Even though aware of his strengths, being ineffective will likely make him more concerned about his weaknesses ? Overly cautious means difficulty in taking initiatives, taking risks and hence may be immobilized
Good Listener
? Large closed area and high effectiveness is likely to be a good listener ? Instead of giving opinions he listens to opinions and makes decisions on his judgment ? Unlikely to share his point of view even when he disagrees with others’ point of view
Secretive
? Large closed area and low effectiveness tends to make the person secretive ? Others may wonder the criteria used to judge or what is expected of them. ? Not likely either to know his feelings as feelings are not shared
Frank
? Small closed area and high effectiveness is likely to be open and outspoken ? With out inhibition expresses feelings points of view opinions and gives feedback ? Shares his joys sorrows and experiences / feelings
Egocentric
? Small closed area and low effectiveness – may mean talk excessively about himself, achievements, talents , experiences and may be personal life also. ? So egocentric that he may not pay attention to others and their needs
Task- oriented
? Small arena can be quite effective in a limited way ? Tends to have high task orientation ? Does not relate to others on a personal or social level ? Being performance focused may restrict communication and interaction to tasks involved
Closed
? Neither shares his impressions nor listens to others ? Very little action on feedback received
Superficial
? Large arena but ineffective people do not tend to use openness to good effect with others ? He may interact, offer opinions and listen to others but all superficially ? Does not exercise judgment about when to open and what to look for in the feedback received
Open
? Large arena and high effectiveness ? He gives opinions freely and they are well understood ? Feels free to communicate and offers feedback with a sensitivity that others appreciate ? Eager to receive feedback – solicits, critically examines and uses it to good effect
Developing Personal Effectiveness
? Openness
? Perceptiveness
? Communication
Openness
? Share ideas, feelings, experiences, impressions, perceptions and various other data with others ? Openness in combination with perceptiveness and communication ? Avoid Destructive openness – telling it like it is
Perceptiveness
? Ability to pick up verbal and nonverbal cues from others ? Must be combined with openness and communication ? Perceptiveness and openness reinforce each other ? Being extremely perceptive may be ineffective – e.g too bothered about what others feel
doc_724631446.ppt