Evaluation of Interpersonal Behaviour.
NAME ALLANA TRICIA MATTOOK
MODULE MANAGING SELF DEVELOPMENT
ASSIGNMENT INTERPERSONAL BEHAVIOUR
DUE DATE MAY 30, 2003
WORD COUNT 2,743
CONTENTS Page
Introduction 3
Evaluation of Interpersonal Behaviour 5
Summary of Interpersonal Strengths and Limitations 13
Priority Interpersonal Needs 15
Development Plan 16
Summary 17
Appendix 1 18
Appendix 2 22
Appendix 3 25
Appendix 4 26
CONTENTS Page
Appendix 5 40
References 41
Bibliography 42
INTRODUCTION
I am a woman in the young adulthood stage of life according to Erikson (1968), as cited in the Managing Self Development (MSD) Text pg 250.Family has always played an integral role in my life, and being recently married; my priority towards my marital family is increasing. Both my parental and marital families have been supportive of my role as a student and professional member of society. In our society the role of the woman has evolved over the last two to three decades, with the professional woman now gaining recognition while still tending to her role as wife, mother and care giver to name a few. I now find myself having to strike that balance between my professional and personal life.
I am five feet tall (or I should say short), very petite, and I have always been a reserved, shy individual. These attributes has meant that I have to make the extra effort to prove my abilities, especially in the working environment.
I have approximately nine years experience in the working environment four of which has been at a senior level. After completing the first level of ACCA on a full time basis, I decided it would be beneficial to my career in the long term if I were to continue my studies on a part time basis. I was employed with a small construction organisation for approximately a year after which I joined the Southern Sales & Service Group as an accounts clerk. I was progressively promoted and I am currently the group accountant and the youngest manager within this organization. I report directly to the finance director and am responsible for the day to day operations of the accounting department, at our head office, and overall supervision of the accounting systems in the four other branches. My aim is to be able to manage the operations of the entire organisation on a daily basis in an efficient and effective manner, as is currently being done by the finance director. I hope to become the first woman and non family member to hold a directorship title in this family owned organisation. Eventually, I hope to be able to use the skills acquired here in my own business.
Evaluation of Interpersonal Behaviour
MBTI(r)
The Myers-Briggs Type Indicator (MBTI(r)) is based Carl Gustav Jung's theory of psychological type. It was developed by a mother- daughter team "to help people identify individual strengths and unique gifts" quoted Myers (1993) as cited at http://www.nesdis.noaa.gov. This is one of the most widely used personality tests today, with the aim to broaden and expand our self perception and understanding of our behaviour. MBTI(r) assesses a person's preferences on four scales/ levels:
* Extroversion- Introversion (E-I)
* Sensing- Intuition (S-N)
* Thinking - Feeling (T-F)
* Judging - Perceiving (J-P).
The various combinations can result into one of sixteen (16) personality types.
My MBTI(r) profile is Introverted Intuitive Thinking Perceiving (INTP), which is identified as "The Thinker" type at http://www.personalitypage.com/INTP.html. I believe that the summary, as cited on www.knowyourtype.com shown below provides an excellent insight into my personality and behaviour:
"INTPs are logical, analytical, and detached in their approach to the world; they naturally question and critique ideas and events as they strive for understanding. INTPs usually have little need to control the outer world, or to bring order to it, and they often appear very flexible and adaptable in their lifestyle."
Belbin Team Role Self-perception
This self report questionnaire was developed by R Meredith Belbin to identify individual role preferences. As cited on www.belbin.com:
"BELBIN(r) feedback will help you to:
* Understand your own identity in terms of team roles
* Manage your strengths and weaknesses
* Learn how to develop your team roles
* Project yourself in the best possible way
* Work more effectively in teams"
My BELBIN(r) preferred roles are plant, monitor evaluator and team worker, while my manageable roles are resource investigator, shaper, completer finisher, specialist and my least preferred roles are coordinator and implementer. As indicated in the counseling report, included under Appendix 3 I am a strong thinking type, this matches with my MBTI(r) profile of INTP.
Aggressive Behaviour
In my self assessment, I believed that communication was my major area of concern at first, but after further consideration I realized that assertiveness is the bigger issue. Assertive behaviour according to Guirdham (1995, p.220) (cited MSD text page 310) is, "behaviour based on valuing yourself enough to insist on getting what you want and need by using reasonable and fair means." In reviewing my behaviour, I have come to realize that instances where I considered my behaviour as assertive, was seen as aggressive by other individuals. In an incident earlier this year (see appendix 4, PDJ 1) I was annoyed since, I thought that a staff member was trying to 'pull one over' on me. I stood next to her with my hands on my hip, and staring coldly at her I expressed my disappointment in a sarcastic tone. She became defensive, and I reacted even more aggressively; expressing my opinion, how I felt and left without paying any attention to how she felt. This implies aggressive behaviour, according to Back and Back (1999, p.3), as cited in the MSD textbook (2002, p.310) "aggression implies: ignoring or dismissing the needs, wants, feelings or viewpoint of others." This behaviour can be linked to both my Belbin (plant) and MBTI(r) (Thinking) profiles. My strong thinking attributes and consequent logical analysis results in me not being in-tune with people's feelings and thus not taking emotions of others into consideration. In feedback received from 10 members of staff, my effectiveness in registering emotional cues in attuning my message was rated my weakest area within communication (see Appendix 1 and 2).
Non- Assertive Behaviour
I have a tendency when dealing with other managers and senior officials, to be a little 'timid', as identified by my boss in feedback received for this assignment (see appendix 2). In the past I thought I was being polite with the aim to avoid conflict but this has been seen as a weakness by others. In a recent confrontation with another manager (see Appendix 6, PDJ 3) I was letting my inhibitions get the better of me. When bringing the issue to her attention I was fidgety, gazing all over the room, not looking straight at her. Then the tone in my voice weakened and my stomach began to get 'queasy'. The other manager, identifying my submissive behaviour, expressed her anger by raising her tone. It is interesting to note that in feedback from my staff, I am seen as assertive (see appendix1, Other Questionnaire). While in feedback from my boss (see appendix 2- My Boss) and a person from the IT Department (see Appendix 2- IT Personnel), it is identified that this is one of my weaker areas.
Assertive Behaviour
Guirdham (1995, p.221) as cited in the MSD textbook (2002, p.317) states, 'Acting assertively means holding a steady middle course between the two extremes of over- submission and aggression. It is because the two alternatives are so undesirable that assertiveness is worth working for'. Due to my introvert nature, I exhibit very good listening and observing skills, as was supported by the feedback received from all parties (see Appendix 1- other questionnaire). Recently (see Appendix 4 PDJ 2) it came to my attention that an employee was not carrying out all her duties. I realized from her body language, her inability to look straight at me and her tone and inability to answer, that she was embarrassed and her other colleagues were looking on. I took her feelings into consideration and asked her to accompany me to my office to continue our conversation. I sat facing her and in a calm but firm tone expressed my concern and issued a deadline for the work to be updated. When I allow my listening and observing skills to guide my action instead of my thinking profile, I am able to take the other person's emotion into consideration before acting/ reacting.
Influencing
Influencing people is another issue which I need to pay some attention to since; it will be an asset in my interaction with both internal and external parties. As cited in the summary to chapter11 in the MSD textbook (2002, p.373) "Influencing is a process whereby some form of 'pressure' is applied to change other people's attitudes or behaviours." Although my preferred Belbin role as a monitor evaluator implies that I may lack the drive or ability to inspire others. My strong analytical / logical ability, which is a characteristic of my plant role and MBTI(r) profile of INTP, can have a stronger impact on behaviour and my ability to influence people (see Appendix 4 PDJ 4). In this situation I sat back and listened actively to all parties, making appropriate sounds such as 'UH HUH' and 'YES' to indicate that I was listening and understanding. I also summarized main points to ensure that I understood their contribution. I then tried to reason with the individual, asking questions and calmly pointing out if the situation were reverse how they may have felt.
In the above situation I have been able to influence the individuals however, it should be noted that according to the feedback received (see Appendix 2- Emotional Competence Assessment) I am seldom able to influence people. The situation discussed earlier, the confrontation with another manager (see Appendix 4 PDJ3) may have been avoided if I was successful in influencing the manager on a prior occasion (see Appendix 4 PDJ 5). Previously, I stated during a conversation with the manager that I would appreciate it if she directs all queries to the payables department, in a weak, by- the- ...
This is a preview of the whole essay
In the above situation I have been able to influence the individuals however, it should be noted that according to the feedback received (see Appendix 2- Emotional Competence Assessment) I am seldom able to influence people. The situation discussed earlier, the confrontation with another manager (see Appendix 4 PDJ3) may have been avoided if I was successful in influencing the manager on a prior occasion (see Appendix 4 PDJ 5). Previously, I stated during a conversation with the manager that I would appreciate it if she directs all queries to the payables department, in a weak, by- the- way tone. I also used apologetic language when trying to make my point.
Managing conflict
Huczynski and Buchanan (2001, p.770), cited MSD textbook (2002, p.359) define conflict as:
"Conflict is a process which begins when one party perceives that another party has negatively affected, or is about to negatively affect, something the first party cares about ... Typically, conflicts are based upon differences in interests and values, when the interests of one party come up against the different interests of another."
Conflict may arise in many different situations within the organization; one such instance is seen in Appendix 4 PDJ 4, where conflict among the staff was brewing. By actively listening and questioning the individuals, I was trying to get them to identify the problems themselves. Once the problem had been identified, in a relieved tone I thanked them for being honest and I directed questions specifically at the individuals to get their views on how we may be able to improve the situation in the department. We worked together to come to an agreement. I exhibited a collaborating conflict- handling style in the above situation according to Thomas (1976) model of conflict handling style; sourced Whetton and Cameron (2002, p.359) (cited MSD textbook 2002, p.365). My preferred Belbin role as a team worker, identified earlier, is in line with the above characteristics. It should be noted that from feedback received from the 10 staff members (see Appendix 1) 62.5% thought that I sometimes exhibit conflict management competences. While, in the face- to- face interview with my boss (see Appendix 2) he indicated, "...not being able to comment on your ability to manage conflict, could be interpreted that you are capable in this area since, you have to manage conflict within your department but I never have to get involved in this area to sort out any problems."
Leadership
Every manager must posses some leadership qualities in order to perform their duties effectively. One definition of leadership put forward by Tannenbaum et al. (1959) as cited in the MSD textbook (2002, p.419) states, '[Leadership is] interpersonal influence exercised in a situation and directed, through the communication process, toward the attainment of specialized goal or goals.' In the situation described in Appendix 4 PDJ 4 I assumed a 'consulting style' of leadership as identified by Tannenbaum and Schmidt's terminology on page 429 on the MSD textbook (2002). I listened actively; summarizing the issues raised by the particular individuals, and encouraged communication by directing specific questions to the other individuals. However, as Gillen (2002, p.146) suggest, "Using only one leadership style is a bit like a stopped clock: it will be right twice a day but, the rest of the time, it will be inaccurate to varying degrees. Leaders need to interact with their team in different ways in different situations. This is what we mean by 'Leadership style'". As is evident in PDJ 2, Appendix 4, I exhibited a 'telling style' of leadership, in a firm tone I set specific deadlines and indicated clearly what I expected of her within the time limit specified. The feedback received from all parties indicated that I have good leadership qualities (see Appendix1 and 2); this can also be supported by my Belbin profile which implies that I possess strategic leadership qualities (see Appendix 3).
Summary of Interpersonal Strengths and Limitations
Strengths
My strength is apparent in the first order interpersonal skills. Due to my introvert nature I am a very good listener, sitting back and not interrupting the speaker, asking questions where I am not clear and summarizing the points made by the speaker to ensure that I understood the point they were making. These behavioural characteristics translate into strengths in the area of observing and questioning. My strong analytical ability also complements these skills, making me even stronger in these areas.
These strengths in my first order interpersonal skills provide the foundation for my strengths in the areas of leadership, managing conflict and influencing people. My strength in communication skills and giving and receiving feedback also complement these skills.
Limitations
My strong analytical/ logical ability leads to an inability to take other people's emotion into consideration, and I tend to be very abrupt in these instances and state my opinion in a cold tone. I have the tendency to use sarcasm in instances when I don't think it is necessary for me to take the other party's feelings into consideration.
My introvert nature, which facilitates my strength in listening, has a negative impact on my assertive qualities. Due to my shy, reserved nature and my natural soft spoken tone people see me as non- assertive in certain instances. When faced with conflict my natural tendency is to back away, I lower my voice, become fidgety, gaze all over the room and do not keep eye contact with the other party and sit or stand at a distance.
Priority Interpersonal Needs
My priority interpersonal need is to develop assertive behaviour. I find that I am able to exhibit assertive behaviours with people that I am accustomed to dealing with, such as family, friends and members of my staff. When it comes to dealing with other managers, especially those who have been employed with the company for some time, and strangers; I need to develop my ability in this area. Assertive behaviour is necessary, to move from my current managerial position to a directorship position. I believe that I possess all the other qualities that are needed in a job of this caliber.
Development Plan
My main objective over the next couple months is to improve my assertive behaviour. As identified in Appendix 5, I will meet with my boss and indicate my desire to prepare the quarterly budgets. I will discuss the reason for wanting to get involved in this project, with him thus, making him aware of my development plan and objectives. I will procure additional feedback from him and the IT manager as it relates to my current behaviours and ask them to observe my interactions with them and others over the period. I will also meet with members of my staff in two months, to enquire if they perceive any change in my behaviour. Since, they indicated in feedback (see Appendix 2) that I needed to be more assertive when dealing with other managers.
Summary
This has been quite an interesting assignment. I have had quite a revelation. Since, I always thought that I had to work on my communication skills but I now realize that assertiveness is the bigger issue for me. I will use the feedback received to improve my effectiveness as a manager thus, ensuring my ability to achieve my career goal of becoming a director of this company.
APPENDIX 1
QUETIONAIRE FEEDBACK
I sought feedback from different people who I work with in Southern Sales & Service Group. I asked them to complete two questionnaires:
* Emotional Competence Assessment as provided in the Managing Self Development Text (MSD) on page 45
* Compiled a questionnaire asking them;
I. To rate my ability in the specified areas, as very good, good, average or poor:
* Listening
* Observing
* Questioning
* Giving Feedback
* Receiving Feedback
* Analytical ability
* Time Management
II. To comment on the extent to which I exhibit certain skills, using the
criteria, often sometimes, seldom or don't know yet.
* Assertiveness
* Managing conflict
* Leadership
* Managing change
* Consulting
Response to questionnaires
The Finance Director (My direct boss)
Emotional Competence Assessment
His ratings indicated that I am competent in the areas of communication and team capability and leadership since, I display these characteristics on a regular basis. In the competence of conflict management, his ratings for encourage debate and open discussion and orchestrate win- win solutions were often, however, he was unable to comment on the other two aspects. While, in the area of influence he indicated that I am sometimes skilled at winning people over and fine tuning presentations to appeal to the listener but was unable to comment on the other two aspects.
Other Questionnaire
Indicated that I am very good at listening, observing and questioning and good at the other abilities listed in question I. I often exhibit consulting skills while I exhibit assertiveness, leadership and the ability to manage change sometimes. He was not aware of my ability to manage change.
Accounting Staff
I asked 12 members of the accounting staff to complete the two questionnaires however, I only received 10 responses and due time limit, as the other persons were on study leave, I worked with the feedback from the 10 individuals. Listed below is a summary of the responses.
Emotional Competence Assessment
Listed below is a summary of the results obtained from the 10 staff members. I tallied all the results and found the percentage response for each major heading in the assessment questionnaire. Therefore, as listed below out of the feedback received from the ten employees, 57.5% thought that I seldom successful in influencing people.
Don't
Often Sometimes Seldom Know (yet)
% % % %
Influence 2.5 27.5 57.5 12.5
Communication 60 25 12.5 2.5
Conflict Management 12.5 62.5 25 0
Leadership 37.5 32.5 27.5 2.5
Team capabilities 42.5 47.5 7.5 2.5
Other Questionnaire
Listed below is a summary, in terms of the number of responses per rating, of the responses received from the 10 staff members.
Very good Good Average Poor
Question I
Listening 6 3 1 0
Observing 2 8 0 0
Questioning 4 6 0 0
Giving feedback 3 6 1 0
Receiving feedback 2 6 2 0
Analytical ability 9 1 0 0
Time management 2 7 1 0
Don't
Often Sometimes Seldom Know (yet)
Question II
Assertiveness 4 4 0 2
Managing Conflict 4 6 0 0
Leadership 5 3 2 0
Managing change 3 6 0 1
Consulting 4 3 3 0
APPENDIX 2
FACE TO FACE FEEDBACK
After completing the questionnaires I met with some of the respondents on a one to one basis to obtain additional insight into the responses provided on the questionnaires.
My Boss
He indicated that I am very good at the first order interpersonal skills and that my analytical ability in terms of the technical aspects of my job is excellent but I need to develop my analytical ability in identifying business trends, problems and opportunities. He finds that I am a little timid at times, and this has a negative impact on my assertiveness and leadership qualities. He indicated that my soft spoken nature can sometimes be interpreted as non assertive. In some of the second order interpersonal skills he was not able to give much feedback however he stated " ...not being able to comment on your ability to manage conflict, could be interpreted that you are capable in this area since, you have to manage conflict within your department but I never have to get involved in this area to sort out any problems."
Staff Members
I met with the my assistant, two senior accounts clerks and two other accounts clerks to gather additional feedback on a one to one basis.
The general consensus was that they believed that my managerial abilities had improved over the last year and more so within the period January 2003 to April 2003. My assistant, who was on maternity leave for the period January 2003 to March 2003, indicated that upon her return other members of staff indicated that during her absence they felt more a part of the team since, I interacted with them on a more regular basis, and although they still had great respect for me as the group accountant, they no longer thought of me as "the big bad boss" but as a member of their team. The main areas of concern which were highlighted by members of the staff were:
* They indicated that I tend to be vague in some instances when giving explanations and that I need to remember to clarify my statements as much as possible.
* They believe that I am not assertive enough when dealing with complaints from other departments about the accounts department.
* I need to take their feelings into consideration.
One of the individuals pointed out that some of the older managers have a problem with me, having my position and authority, especially because of my age therefore, they are always looking to create some problem/ rift within the department.
IT Personnel
I also solicited feedback from a member of the IT department as, I have to deal with them on a regular basis. He indicated that I have excellent analytical abilities and in my dealings with them my abilities in the areas of listening, observing and giving and receiving feedback were very good. He pointed out that I exhibit good leadership qualities in managing change and conflict and that even though I may be stressed out with some of the users at times, I don't let my frustrations show. He singled out a recent incident where, the users were continuously making error despite a recent training session detailing certain procedures to be followed. He admired that even though it was not my responsibility I organized another training session, to reiterate the procedures and at the same time get feedback from the users as to any concerns or ideas they may have had. After this session, the errors were minimized and we were able to make further improvements, which translated to increased efficiency. In the area of assertiveness he indicated that I should to be firmer when dealing with some individuals.
APPENDIX 3
Oxford Brookes University e-INTERPLACE
(c) Belbin Associates 2001 Printed on 18-Mar-03
COUNSELLING REPORT- Allana Tricia Mattook
Your profile shows that you are a strong thinking type. One of your assets is your ability to
weigh up the options and choose the best course of action. With your independent outlook
you are also well placed to come up with new and original ideas. This means that you are
most likely to make your mark in an area where the problems are complex and difficult.
The ideal situation could be a planning, design or trouble-shooting function. When you
work with busy executives, however, there is some risk that you will be seen as standing
for all thought and no action. Do not be tempted into a general debate that can lead to
"paralysis by analysis." Avoid working with too many thinking type colleagues. Choose
practical subordinates who work on issues that may be important but which you are likely
to find tedious.
Unless you are able to function as an independent person, the relationship with your boss
will be an all important issue. It is likely that you will work best for someone who excels at
interpersonal communications and who appreciates advice. Where others are concerned
try to exercise your influence on a one-to-one basis and on the broader front let others do
any missionary work on your behalf.
Your operating style is closest to that of strategic leadership, which is usually available
only at senior positions. However, before such an opportunity could present itself, you are
likely to need credibility at the operational level. That might pose problems in your case.
Possibly, you would be well advised to make a team-role sacrifice by dealing as
effectively as you can with issues that don't excite you. That may be the necessary
prelude to reaching the position to which in the long run you are best suited. The good
news is that the longer you survive, the more likely you are to become a valued
contribution and to gain the greatest sense of personal fulfilment.
On a final note, you need to take account of the role for which you are least suited. You
do not have the characteristics of the practical organizer who attends to all the things that
optimize efficiency. So if you can work in harmony with someone who has these
complementary qualities, your own performance is likely to improve.
Appendix 4
Personal Development Journals
PDJ 1
WHAT HAPPENED?
One afternoon I reminded an employee, Brenda that she had to complete some filing I had passed to her within the next two days, the next morning someone called on her behalf and left a message with the operator, to say that she was sick and was going to the doctor. Earlier the same morning however, on my way to work I saw Brenda driving in the opposite direction. Then later the same day a third party indicated to me that Brenda told her, the day before, that she was not coming to work the following day. When Brenda came to work the following day she indicated that she had taken her father to the doctor and was unable to come to work since she left the doctor's office late.
MY EMOTIONS
Annoyed that she would stay at home, to get out of having to file. I was angry and felt she was being deceitful. I was confused by the different reason's I had heard for Brenda not coming to work and thought she was trying to 'pull one over' on me. I felt that she was tying to test my control and superiority.
MY THOUGHTS AND IDEAS
I thought that she was claiming to be sick, to get out of filing. Since, she gave the impression that filing was beneath her and should not be included in her duties.
MY ACTION TENDENCIES
I would confront the individual expressing my disappointment and my anger tends to be apparent.
MY BEHAVIOUR
While Brenda was giving her account of the events, I stood with my hands on my hips, looking coldly at her. I then indicated my confusion to Brenda, upon her relating the reason for her absence and my disappointment in her pretending to be sick. I was a little aggressive, with a very upright posture, hands on my hip and a judgmental expression, on my face. Brenda began to get a little defensive, as the other employees were around and her tone rose a little. To avoid further confrontation I reiterated my position and left. Later that day, Debra came to my office and indicated that she felt that I had come across very aggressive and sarcastic. After listening to her point of view, I apologized for my behavior but reminded her that in future she should ensure that the person should talk to the assistant accountant or myself, to avoid any discrepancy in relaying the message.
IMPLICATIONS FOR MY DEVELOPMENT
Eventually I was able to make Brenda understand my point of view, without being sarcastic, with regard to the situation. I have the tendency to be a little abrasive when conveying my point. I must remember in the future, that sarcasm is seen as aggression not assertiveness. I will adopt more assertive communication styles, without the use of sarcasm.
PDJ 2
WHAT HAPPENED?
Two employees in the accounts receivable section, Cindy and Paula, thought that Mary was not pulling her weight and she was not updating her work. Mary however, was adamant that her work was updated. Upon reviewing her registers I realized that she was not properly updating the records and had taken it upon herself to do away with one of the monthly registers.
MY EMOTIONS
I was furious that Mary blatantly lied about her work being up to date and the fact that she was not updating one of the records.
MY THOUGHTS AND IDEAS
I thought it may have been possible that the person who passed on the responsibilities to Mary may have omitted to inform her of the importance of keeping the record, or she may have another register which she has been updating.
When I realized the problems with Mary's work her co- workers were around, so I had to be tactful, in that I needed to be assertive so that everyone is aware that this type of inefficiency is unacceptable. However, I must try not to be aggressive
.
MY ACTION TENDENCIES
My first instinct was to berate her for inefficient work, showing my disappointment and anger with non-verbal behaviour and being sarcastic.
MY BEHAVIOUR
.
When I saw that Mary was not updating her work I took a deep breath, and calmly inquired as to why the book not updated. Mary in her embarrassment was focusing her gaze to other areas of the room and could not reply. In a soft tone I asked her to come into my office to continue this discussion. She was very defensive and was focusing her gaze at the ground. In my office, I sat upright facing Jane and I continued to look straight at her and clearly remind her of the importance of updating the books and told her if she was ever in doubt about anything she should ask her direct supervisor or me. I firmly indicated a deadline by which she should have the records properly updated and exactly what I meant by having the records properly updated. Then, I enquired as to ways she thought her job may be more efficient and I tried to offer suggestions as to ways she may make her job a little easier. I indicated to Mary that I wanted to meet with her the following week to follow up on her deadlines and her overall work schedule.
.
IMPLICATIONS FOR MY DEVELOPMENT
I felt that I had made some improvement in my aim to improve my communication skills. I was assertive but not aggressive and I took Mary's feelings into consideration by not humiliating her in front of her co-workers.
In future situations I will try to remember to stay calm and consider the other person's feelings before reacting.
PDJ 3
WHAT HAPPENED?
A manger from another department Judy saw a member of my staff coming in one morning and asked the employee if she was her own boss. Then later that day the same manager liased with a supplier promising them a cheque by a certain time and then came and told a member of my accounts payable staff to prepare the check.
MY EMOTIONS
I was furious that the manager spoke to an employee in my section in that manner.
I was upset that the other manager promised the supplier the check and angry that she gave an order to a member of my department.
I felt she was trying to under- mine my authority and she had no respect for me as a manager.
MY THOUGHTS AND IDEAS
I thought that she was trying to make me feel inferior to her, that she had more rights since, she was working here longer than I was. I knew that I had to deal with this issue before it gets worse.
.
MY ACTION TENDENCIES
My first instinct was to go across and tell her she is not my boss and does not have any right to talk to members of my staff in such a condescending way. Then tell her she did not handle the situation with the check correctly and if a supplier is enquiring about a check she should pass the call to payables and not get involved since, that is not her responsibility.
MY BEHAVIOUR
.
Judy left early that day and the day after I had the day off so the following Monday I went to her office and told her that I needed to discuss a little issue with her. I was standing at a distance from her desk and I did not look her in the eye when speaking, and I was fidgeting. I indicated that the member of had approved time off and she was offended when on her return Judy asked if she was her own boss. I started off my sentence very clearly and in a normal pitch, but as I was finishing the sentence my tone lowered and I started clicking a pen in my hand. At this point Judy was very defensive, saying that she was making a joke and she will know now how to deal with the individual from now. She began to get irritated and started questioning me about the situation. I felt my resolve slipping, my stomach started to feel 'queasy'. I told her that she should pass all queries regarding checks to the payables department, with my tone weakening even more. I found myself trying to justify my actions for not coming to her earlier. I wanted to back away to avoid further conflict. She kept questioning me and saying that she felt they were being childish and they were not justified in their concerns. It is at this point that I got angry and I said to myself you need to stand up to her now or she will continue to intimidate you. I stepped closer and looking straight at her with a frown, firmly told her that I don't think that the issue was childish at all and asked if she were an employee and another manager had said that to her how she would have felt. My speech was fluent and I was standing right in front her desk slightly leaned forward. I continued to say I understand that the suppliers may call you but it would be more appropriate to direct the call to the payables section. She then started to back down and her gaze was wandering as she tried to come up with excuses and she even said that the employee in question is on the phone for long periods of time. I replied that I will deal with that issue when I get the reports from the system indicting the length of employee's phone calls. Judy indicated that she wanted to speak to the employee; I told her that if that is what she wants I'll arrange a meeting later that day, in which I will be present. Her previously fluent speech was now rambling and her tone was lowering. She then said she will just call the employee and apologize, for what she had said.
I then reiterated that she should forward any concerns to the supervisor, my assistant or myself and ended this part of the discussion.
.
IMPLICATIONS FOR MY DEVELOPMENT
At first I let Judy's manner and the fact that she has been working in the company longer than I have, intimidate me. This is my tendency when dealing with other managers. I started to get angry with myself for allowing this to happen and after a little internal pep talk, I was able to change my approach and be more assertive.
In the future when dealing with other manager I need to remember that I am a manager too and the length of my experience does not give them the right to come across as superior to me and I deserve the same level of respect that I give to them. I should not be intimidated by them. I must be fluent, clear, concise and not allow my intimidation to show. I have every right to express my opinion. My Introvert nature as identified in my MBTI(r) profile and my naturally soft tone can be misconstrued as submissive therefore, I have to make an extra effort to be more outspoken.
PDJ 4
WHAT HAPPENED?
The three persons in the accounts receivable section were having communication problems, which was affecting the efficiency and quality of work being produced by the section. One day, in my absence, Mary left a cheque undone and went to relief the operator. The other two persons, in that section refused a request from their direct supervisor, Jane to process the cheque. Jane then called Mary from her other duties to process the check.
MY EMOTIONS
I was angry that Jane let this situation get out of control and, I felt frustrated since, I had previously spoken to her, on more than one occasion, about the need to improve her supervisory skills.
I was annoyed that the two employees, Cindy and Paula, would refuse to assist in processing the check, after I had previously spoken to them about operating as a team.
MY THOUGHTS AND IDEAS
Firstly, I thought that Jane did not try hard enough to influence the members of this section to operate as a team and she did not deal with the communication issues in time. I felt she was wrong to call Mary from her other duties to process the cheque. I needed to pay some attention to issues of this section and the issue of Jane's inability to promote team effort and consequentially her shortcomings as a supervisor.
I considered the approach to take and decided that Jane and I should meet with each of the person's individually and then as a group. After which, I would have a meeting with Jane alone to point out problem areas. However, I must remember to be diplomatic in expressing my concerns to Jane, so that it is taken in good faith as constructive criticism. I have to remind her that she is part of the team as well.
MY ACTION TENDENCIES
My natural tendency is to express my disappointment in the person's inability to execute their duties effectively, with a sarcastic tone and/ or facial expression, not taking their feelings into consideration.
MY BEHAVIOUR
Jane and I met with the individuals and enquired into what they thought was the problem. Sitting upright with a warm expression I listened to their views, after each person made an important point and/or after they had completed I summarized their points and asked the other individuals their opinion. I realized that Cindy and Paula had been helping Mary with her work, trying to get her organized for some time. When Paula indicated to Mary that she needs to be updating certain information, Mary ignored her and told her that she was capable of completing her own work. During the meeting Paula and Cindy were expressing their concerns but Mary was very defensive and was not replying. With a warm but firm tone, I asked Mary whether she thought they were justified in their comments, when I got no response, I proceeded to reason with her, as to if the situation were reverse how she would have felt.
In a firm tone, I reminded them that they were here to do a job and they need to communicate with each other to ensure the efficient running of the department. Looking straight at them, I thanked them for being honest and open in their contribution to this meeting and I reiterated that team effort is of utmost importance.
.
Upon meeting with Jane, I gave her a chance to explain what had happened, she could not keep eye contact and was fidgety, and she said she felt that she thought that she had made the right decision since, the check was needed urgently. I leaned forward on my chair and calmly explained to her, while trying to maintain eye contact, why it was the wrong decision to make and how it will affect her role as a supervisor, in a warm tone. I went on to explain to her that Paula indicated to me that if she had asked them to do the check in a different tone they would have prepared it and then complain. While looking straight at Jane I suggested in a helpful tone I outlined different ways she could have handled the situation.
IMPLICATIONS FOR MY DEVELOPMENT
By listening actively and reasoning with Mary I was eventually able to influence her behaviour, which has changed since that meeting. I should not rely on power alone to influence people.
By pointing out her flaws Jane, got very defensive. I should have been a little more tactful since; she was already probably feeling inept, after the employees had blatantly refused to obey her request. When giving feedback, I need to be more alert of emotional cues.
PDJ 5
WHAT HAPPENED?
A manager liaised with a supplier promising them a cheque by a certain time and then came and told a member of my accounts payable staff to prepare the check.
MY EMOTIONS
I was upset that the other manager promised the supplier the check and angry that she gave an order to a member of my department.
MY THOUGHTS AND IDEAS
I thought that since, this was the first time this was brought to my attention I should just mention to the other manager that her tone may have come across as aggressive.
.
MY ACTION TENDENCIES
Tell her she did not handle the situation with the check correctly and if a supplier is enquiring about a check she should pass the call to payables and not get involved since, that is not her responsibility.
MY BEHAVIOUR
I went to the manager and told her about the situation but I used apologetic statements. I indicated that I would appreciate it if in future she would direct all payables queries to the relevant individual, in a soft, by - the - way tone.
IMPLICATIONS FOR MY DEVELOPMENT
In the future when I must be fluent, clear, concise and not be afraid to confront the situation. I have every right to express my opinion.
Appendix 5
Development Plan
Objective
Actions
Timescale
Monitoring and Review
To be able to communicate assertively when dealing with staff, managers and external stakeholders eg bankers and suppliers.
Meet with my boss finance director. Indicate my desire to get involved in the budgeting process, so that I will have to deal with numerous managers as well as the bankers.
When meeting with managers make use of assertive non-verbal behaviours, proper posture, eye contact and warm facial expression and tone. Remember to say what you honestly think/ believe. Ensure you are clear, concise and objective language.
Target next quarter budget preparation. Liaise with the managers to gather information about their expectations for their department over the next quarter. Practice assertive behaviour in one on one meetings with managers. Hope to meet objective by December 2003.
Ask my boss and the IT manager to observe my behaviour and give me feedback. Meet with members of my staff to get feedback in two months, as to any change they may notice in my behaviour. Meet with them in December to check if they felt that I have met the objective
References
http://www.nesdis.noaa.gov/Diversity/mbti.html (Accessed May 25, 2003)
http://www.knowyourtype.com/intp.html (Accessed May 25, 2003)
http://www.personalitypage.com/INTP.html (Accessed May 25, 2003)
Managing Self Development (2002) BPP Publishers
Bibliography
http://keirsey.com/frame.html (Accessed May 25, 2003)
Managing Self Development (2002) BPP Publishers