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Lecture 7

CMST 472 Lecture 7: Managing Oneself
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3 Pages
39 Views
Spring 2017

Department
Communication Studies
Course Code
CMST 472
Professor
Nan Li
Lecture
7

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3/9/17
Additional Rdng: Managing Oneself Peter F. Drucker
- What Are My Strengths?
o Ppl know what they are NOT good @ vs. what they ARE good @
o Only way to discover strengths = thru feedback analysis
Whenever you make key decision/take key action, write down what you expect
will happen
Compare actual results 9/12 months later
This will show you where your strengths lie!
o Implications of feedback analysis:
1. Concentrate on strengthsput yourself where your strengths can produce
results
2. Work on improving strengths
3. Discov. where your intellectual arrogance is causing disabling ignorance &
overcome it—dot take pride i igorae
o Investigate your bad habits that show up in feedback
o Feedback will reveal when prob. = lack of manners
Manners = lubricating oil of org.
o Comparing expectations w/results indicates what not to do
Waste as lil time poss. improving areas of low competence
- How Do I Perform?
o How one performs = matter of personality (unique)
How a person performs is a given
o Common personality traits determ. how a person performs:
Am I a reader/listener?
‘drs/listeers at e ade ito ea. oth.
How do I learn?
Schools assume there is 1 way to learn
Understanding how you learn = easiest to acquire
Atig o ho you lear = key to perforae
Work well w/oth. or by yourself?
Produce results as decision maker or adviser?
Few ppl work well in all kinds of environ.
*dot try to hage yourself; ork hard in how you perform
- What Are My Values?
o Not a question of ethics
o irror test
What kind of person do I want to see in the mirror in the morning?
o Workig i org. hose alue syste = uaeptale/iopatile /oes o
condemns a person to frustration/nonperformance
Coflit etee persos alues/stregths
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Description
3917 Additional Rdng: Managing Oneself Peter F. Drucker What Are My Strengths? o Ppl know what they are NOT good @ vs. what they ARE good @ o Only way to discover strengths = thru feedback analysis Whenever you make key decisiontake key action, write down what you expect will happen Compare actual results 912 months later This will show you where your strengths lie! o Implications of feedback analysis: 1. Concentrate on strengthsput yourself where your strengths can produce results 2. Work on improving strengths 3. Discov. where your intellectual arrogance is causing disabling ignorance overcome itdont take pride in ignorance o Investigate your bad habits that show up in feedback o Feedback will reveal when prob. = lack of manners Manners = lubricating oil of org. o Comparing expectations wresults indicates what not to do Waste as lil time poss. improving areas of low competence How Do I Perform? o How one performs = matter of personality (unique) How a person performs is a given o Common personality traits determ. how a person performs: Am I a readerlistener? Rdrslisteners cant be made into ea. oth. How do I learn? Schools assume there is 1 way to learn Understanding how you learn = easiest to acquire Acting on how you learn = key to performance Work well woth. or by yourself? Produce results as decision maker or adviser? Few ppl work well in all kinds of environ. *dont try to change yourself; work hard in how you perform What Are My Values? o Not a question of ethics o mirror test What kind of person do I want to see in the mirror in the morning? o Working in org. whose value system = unacceptableincompatible wones own condemns a person to frustrationnonperformance Conflict between persons valuesstrengths
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