The 21st century offers many challenges to every one of us. As more firms go global, as more economies interconnect, and as the Web blasts away boundaries to communication, we….
Explain the understanding of the term ‘self-awareness’ as it relates to the workplace.
Part A: Extended Answer Questions
Question A1 (10 + 10 + 10 marks)
- Explain the understanding of the term ‘self-awareness’ as it relates to the
workplace. Why is having self-awareness essential for managers?
- How are KPI’s used by an organisation and what benefits do they offer?
III. Cameron and Whetten identified individuals who were rated as highly
effective managers in their own organisations. The ten identified most often
- Verbal communication (including listening)
- Managing time and stress
- Managing individual decisions
- Recognising, defining and solving problems
- Motivating and influencing others
- Setting goals and articulating a vision
- Team building
- Managing conflict.
Which of these can you identify as your top strength? How do you use it? How can
you use it?
- How do I use this strength already?
- In what areas of my life do I use this strength?
- What other areas in my life could I use it more?
- What are other ways I could use this strength?
- What is my plan? What exactly would I like to do? How frequently?
- When will this happen?
- What will happen if I achieve my goals?
Question A2 (5 + 5 + 10 marks)
- When someone is not performing it can be one of two reasons; ability or
motivation. Explain how you would discover which of these these 2 reason is
- Compare and contrast the three influence strategies used by managers to
III. Provide your own example statement for each influence strategy to show
understanding of each influence strategy.
Question A3 (5 + 5 marks)
- Describe in detail five (5) strategies for giving effective feedback. Use
examples in your answer.
- Discuss the role of active listening in the workplace. Explain the skills needed
for active listening. Use examples in your answer.
Part B: Case Study (40 Marks)
Read the case study below and then answer the questions.
You are a management consultant who has been employed by TC Industries to assess
the performance of their team in meetings. The team consists of James, Jim, Sarah,
Tom and Steve. All team members are at the same hierarchical level and are required
to contribute equally to the project at hand. Although they are at the same level James
has been with TC industries the longest, so he has been appointed to take on more of
a leadership role. The team has just been recently appointed to the project and you
have been asked to observe their second team meeting.
After attending the team meeting you recorded the following notes:
- The meeting was scheduled to start at 9am. James and Jim were present at
8.50, Sarah arrived at 8.55am, Tom at 9.05am and Steve at 9.15.
- James chaired the meeting and distributed the agenda to the group as they
walked in the door.
- As soon as Jim received the agenda, he quickly ran off to his desk realising
that he was required to present some information. He complained under his
breath as he did so obviously annoyed that he hadn’t known earlier.
- James had started reading through the agenda when Tom walked in and Tom
instantly took over saying that the agenda wasn’t necessary and that he had
something important he wanted to discuss.
- All attendees checked their mobile phone at some point throughout the
meeting and at one-point Steve’s phone rang interrupting the conversation.
- The meeting was scheduled to go for 1 hour but ended up taking 2 hours. The
group seemed to get stuck arguing on one point for some time. It appeared
that they didn’t necessarily disagree but had difficulty in communicating their
opinions. They seemed to be going around in circles in the conversation not
getting anywhere. Eventually Tom just forcibly changed the subject.
- Sarah arrived early for the meeting and although appeared conscientious by
her early arrival time did not speak at all during the meeting. It may have been
because Tom was talking nonstop.
- Although James was the official chair of the meeting it seemed as though Tom
was dictating the direction of the conversation changing topics when he felt it
- The agenda was followed for the first point but quickly veered off topic. At one
point, Tom and Steve spent 15 minutes debating whether iPhones or
Samsungs were better.
- Steve left the meeting earlier than everyone else while the team was in the
middle of an important decision. When questioned for his opinion his response
was “you all decide and just email me your decision”.
- Jim spent the entire time taking notes and didn’t contribute his opinion.
Although it appeared like he wanted to, he never shared the document that he
ran back to his desk to get.
- What strategies would you suggest to achieve the following:
- Engage Sarah and Jim in the discussion
- Prevent Tom from dominating the meeting
- Improve the structure of the meeting
- Prevent disruptions and increase productivity