Personal Effectiveness

 Dimensions of personal effectiveness (self

disclosure, openness to feedback and
perceptiveness)
 Integration of personal and organizational
vision for effectiveness
 A healthy balance of work and play
 Professional competence is the broad
professional knowledge, attitude, and skills
required in order to work in a specialized area or
profession. Disciplinary knowledge and the
application of concepts, processes and skills are
required in a test of professional competence in
any particular field
 Competence is considered to be an ability to
make decisions in order to solve problems,
perform your profession in different
situations, fulfil your social role according to
knowledge, experiences, values and
attitudes, and apply your knowledge within a
specific context.
 In other words, competence shouldn't be
restricted to simple "know-how", lest it result
in an automated and bureaucratic practice
that excludes subjectivity, reflection and
creativity from the one that conducts it.
 Competence, on the contrary, should use
habitual and judicious communication,
knowledge, technical abilities, clinical
reasoning, emotions, values and the capacity
to reflect upon daily practice for the
individual and collective benefit.
Component of Competence:
 - Knowledge
 - Skills
 - Attitude
 - Self awareness
 - Self Promotion & Presentation
 , - Self confidence
 - Skills - Performance
To understand competencies, it is important to define
the various components of competencies….

 Knowledge is the cognizance of facts, truths and

principles gained from formal training and/or
experience. Application and sharing of one's
knowledge base is critical to individual and
organizational success.
 A skill is a developed proficiency or dexterity in
mental operations or physical processes that is often
acquired through specialized training; the execution
of these skills results in successful performance.
 Ability is the power or aptitude to perform physical or
mental activities that are often affiliated with a
particular profession or trade such as computer
programming, plumbing, calculus, and so forth.
Although organizations may be adept at measuring
results, skills and knowledge regarding one's
performance, they are often remiss in recognizing
employees' abilities or aptitudes, especially those
outside of the traditional job design.
 Individual attributes are properties, qualities or characteristics of
individuals that reflect one's unique personal makeup. Individual
attributes are viewed as genetically developed or acquired from
one's accumulated life experiences. Although personal
characteristics are the most subjective of the components, a
growing, significant body of research links specific personality
traits to successful individual and organizational performance.

 Self-confidence is not a motivational perspective by itself. It is a

judgment about capabilities for accomplishment of some goal,
and, therefore, must be considered within a broader
conceptualization of motivation that provides the goal context.
The comparison between performance and goal results in two
distinct types of self-reactions: self-satisfaction or -
dissatisfaction and self-confidence expectations. Satisfaction or
dissatisfaction is an effective response to past actions; self-
confidence expectations are judgments about one's future
capabilities to attain one's goal. This framework allows a
discussion of self-confidence as it relates to a number of
motivational processes, including setting goals and causal
attributions.
 Personal effectiveness is a branch of the self-
help movement dealing with success, goals,
and related concepts. Personal effectiveness
integrates some ideas from the power
of positive thinking.
 An important element for personal
effectiveness is self-awareness. Self
awareness is understands oneself. Increased
awareness of “self” will result in
understanding your strengths and
competencies, your weaknesses and faults.
However, just by understanding your “self
''you do immediately become effective. You
have to make use of this understanding.
 The Johari Window is a self awareness model
that is used to improve understanding
between individuals. The word "Johari" is
taken from the names of Joseph Luft and
Harry Ingham, who developed the model in
1955.
 There are two key ideas behind the tool:
 Those aspects of our behavior and style that
are known to us.
 Those aspects of our behavior that are known
to those with whom we interact
 1. Open Area (Quadrant 1)
 This quadrant represents the things that you
know about yourself, and the things that
others know about you. This includes your
name, age, physical appearance, and
organization affiliation.
 2. Blind Area (Quadrant 2)
 This quadrant represents things about you
that you aren't aware of, but that are known
by others. We may have mannerisms of which
we are unaware but which are perceived by
others.
 3. Hidden or Closed Area (Quadrant 3)
 This quadrant represents things that you
know about yourself, but that others don't
know. The hidden area could also include
sensitivities, fears, hidden agendas,
manipulative intentions, secrets - anything
that a person knows but does not reveal, for
whatever reason. It's natural for very personal
and private information and feelings to
remain hidden, indeed, certain information,
feelings and experiences have no bearing on
work, and so can and should remain hidden.
 It is inaccessible both to ourselves and to
others.
 These unknown issues take a variety of
forms: they can be feelings, behaviours,
attitudes, capabilities, aptitudes, which can
be quite close to the surface, and which can
be positive and useful, or they can be deeper
aspects of a person's personality, influencing
his/her behaviour to various degrees.
 We can increase the arena in two
ways – first, by reducing the closed
area by allowing others to know more
about ourselves, being more open in
sharing our views, feelings, reactions
etc. by self-disclosure or second, by
reducing the blind area, encouraging
and receiving feedback from others.
Although increasing the arena by self-
disclosure and use of feedback would
be desirable, and would contribute to
personal effectiveness, it may not be
enough. A person with a large arena
may still not be very effective. There is
a third dimension – perceptiveness,
which also needs to be considered.
 Self-disclosure
 Self-disclosure or openness is sharing one's
ideas, feelings, experience, impressions,
perceptions and other relevant personal
information. Self-disclosure is directly linked
to the areas known as arena and closed. Self-
disclosure is sometimes misunderstood as
revealing everything about oneself with
everyone. Openness can be characterized as
effective, if what is being made known is
relevant and appropriate. Inappropriate
sharing does not contribute to effective
openness.
Effective disclosure would be to:

 Offer your opinions, ideas and feelings

about issues related to work instead
of keeping these to yourself.

 Share appropriate personal

information within your team.
Feedback is a reaction or response that we receive
from others regarding our attitudes, behaviour and
performance. Feedback is also a reaction or
response that we give to others regarding their
attitudes, behaviour and performance. The use or
lack of feedback determines the size of our blind
area. By being open to receiving feedback, we
could reduce our blind area, thus opening up our
arena.
 Perceptiveness
Perceptiveness is being sensitive to and
insightful about other people. It is the ability
to pick up verbal and non-verbal cues from
others. This characteristic should be
combined with openness and using feedback
usefully to increase personal effectiveness.
Some people are naturally perceptive. One
could improve one's own perceptiveness by:
 Checking with others about their reactions to
what has been said
 Working on one's listening skills
 Being aware of language, tones, gestures and
facial expressions
 Realizing and taking into consideration that
people have personal issues they cannot
always leave outside the office.
When you are perceptive of the moods,
feelings and attitudes of other people and
show it, they feel understood. This makes
them trust and respect you. They will then be
willing to receive any feedback that you give
them in a positive way.
Importance of communication skills in professional growth
 Strong communication skills are essential in all aspects of
life. As leaders, co-workers, team members, and in the
multiple roles we play both professionally and personally,
communication is the key to success. The purpose of
communication is to get a message across to others that
involves both the sender of the message and the receiver.
A message is only successful when both the sender and
the receiver perceive it in the same way.
Developing excellent communication skills takes time,
patience, and practice, but is highly beneficial. You can:
 increase your self-confidence
 improve the way others see you
 learn important life skills, such as critical thinking,
problem solving, effective writing and public speaking
 succeed professionally
 gain an understanding of communicating with diverse
cultures.
 Conflict can be defined in many ways and can
be considered as an expression of hostility ,
negative attitudes , aggression , rivalry and
misunderstanding .
 Conflict may emerge between different
organisations or within organisations , or
between organisations and their social and
political environments .
 According to Joe Kelly , “ Conflict is defined
as opposition or dispute between persons,
groups or ideas ”.
 According to Follett, “ Conflict is the
appearance of difference , difference of
opinions, of interests ” .
 A conflict is serious disagreement or
argument between two or more persons
 1. It is a universal process found in every
society.
 2. It is the result of deliberate and
conscious efforts of individuals or the
groups.
 3. The nature of the conflict is personal and
direct. In conflict the incumbents or
participants know each other personally.
 4.It is basically an individual’s process. Its
aim is not directly connected with the
achievement of the goal or an objective but
is rather directed to dominate others or to
eliminate the opponent.
 Conflict is of brief duration, temporary and
intermittent in character.
 It is a process loaded with impulsiveness of
human emotions and violent passions.
 It may be latent or overt.
 It is mostly violent but it may take the form of
negotiations, party politics, disputes or
rivalry.
 It tends to be more intense when individuals
and groups who have close relationships with
one another are involved.
Organisational Personality Clashes
Change
Different Sets of Threats to Status
Values
Contrasting Lack of Trust
Perceptions

Interdepartmental Job Related Issues

Wrangles

Other Agendas
 Functional conflict also called Constructive
Conflict, results in benefits to individuals,
the team, on the organisation.
 Functional conflict works towards the goal of
an organisation or a group.
 On positive side, conflict can bring
important problems to the surface so they
can be addressed .
 It can increase the amount of information
used in decision-making .
 It can offer opportunities for creativity that
can improve performance .
 An effective manager or team leader is able
to simulate constructive conflict in situations
in which satisfaction with the status is
holding back needed changes and
development.
 Conflict has both Positive and Negative effect.
 It can be positive when it encourages
creativity, new looks at old, the clarification
of points of view, and the development of
human capabilities to handle interpersonal
differences.
 Conflict can be negative when it creates
resistance to change, establishes turmoil in
organisation or interpersonal relations fosters
distrust, builds a feeling of defeat, or widens
the chasm of misunderstanding.
A Healthy Balance of Work and Play
 The Balancing Act
 You probably know a work-a-holic –
someone who works 80 hours a week, and
spends a lot of time commuting. He or she
might be determined to climb the corporate
ladder. But it can often take a toll on health
and happiness. Finding a balance between
work and play is important.
 Many working adults spend 8-10 hours a day
sitting at a desk and commuting from home
to the office. And while work is important, so
are healthy recreational activities. It’s OK to
work hard. But taking breaks and vacation
will help improve your productivity. This
month, find balance between work and play.
 ● Go for a walk with co-workers. And get to
know each other, instead of talking about work.
● Organize a social activity with your co-workers
like a picnic, movie, concert, or hike.
 ● Plan a service project to help a charity and get
your co-workers involved.
 ● Participate in wellness activities and classes at
work.
 ● Ride your bike or walk to work if you can.
 ● Redo your office with a stand-up desk.
 ● Deliver a message to a co-worker in person,
not by email.
 On Your Own
 ● Take your pet for a walk.
 ● Plant a garden and maintain it.
 ● Go to a park once a week to walk or ride your bike.
 ● Learn exercise routines.
 ● Learn deep breathing and relaxation techniques.
 ● Join a walking, running, or cycling club to be more
active and meet new friends.
 ● Set a wellness goal for yourself (exercise more,
lose weight, eat healthier). Spend time working on
your goal each day.
 ● Read a book or magazine while pedalling an
exercise bike.
 ● Watch less TV.
 ● Get a massage.
 With Family and Friends
 ● Learn a new sport together like rock climbing,
racquetball, or bowling.
 ● Do yard work for an elderly or ill friend or
neighbour.
 ● Plan an active vacation that includes kayaking,
backpacking, or cycling.
 ● Play a friendly game of soccer, volleyball, or
basketball.
 ● Chop wood. Build a campfire and sing your
favourite songs.
 ● Play kid’s games like kickball, hide and-seek, and
hopscotch. Or make up your own game.
 ● Organize a neighbourhood block party.
 ● Host a picnic with games like Frisbee golf, old-
fashioned sack or wheelbarrow races, or softball.