Evaluation of Interpersonal Behaviour.

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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.
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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- ...

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