Managing onself
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The document discusses how to manage oneself effectively. It emphasizes the importance of self-knowledge, including understanding one's strengths, weaknesses, values, and preferred work style. It recommends using feedback analysis over time to gain insights into one's abilities. Fitting work responsibilities to one's strengths, values, and preferred performance style is key to maximizing one's contributions and success. Managing oneself well involves continuous self-reflection to excel within one's capabilities.
Managing onself
- 1. MANAGING ONESELF BY PETER F. DRUCKER 1
- 2. Presented By Usman Hussain 2
- 4. About the author Born in Vienna in 1909 Educated in Austria and England Doctorate in Law from Germany Came to the US in 1937 Taught and Consulted Bennington College New York University Claremont Graduate School (Since 1971)
- 5. The Practice of Management PETER DRUCKER 1954
- 6. Background Success in the knowledge economy comes to those who know themselves-their strengths, their values, and how they best perform. 6
- 8. . What Brain Science Tells Us About How to Excel ????? 8
- 9. Sub Questions . 9
- 10. Sub Questions What are my most valuable strengths and most dangerous weaknesses? How do I learn and work with others? What are my most deeply held values? And in what type of work environment can I make the greatest contribution? Want to read more about how to become your own Chief Executive Officer and drive your professional career?
- 11. . Vocabulary 11
- 12. . 12 Self-efficacy: believe in one’s ability to do a task Self-monitoring: observing one’s own behavior and adapting it to the situations. Social Cognitive Theory: version of the Social Learning Theory presented by Bandura (Standford Psychologist), that postulate that there are dynamic relationships among personal factors, the social and physical environment, and behavior (Bandura, 1986) A person can be both an agent for and a respondent to change.
- 13. . 13 Summary of Findings
- 14. What are my strengths ? 14
- 15. What Are My Strengt hs ? 15 It is easier to know what we are not good at- than to know what are we good at. A person can perform only from strength Discover your strengths through feedback analysis. Whenever you make a decision, write down what you expect will happen. One year later, compare the actual results with your expectations
- 16. How . Do I Perform? 16
- 17. How Do I Perform? Different people work and perform differently Too many people work in ways that are not their ways. How one performs is unique: matter of personality Just as what a person is good at or not good at is a given. Am I a reader or a listener? How do I learn? Work hard to improve the way you perform (do not try to change yourself) 17
- 18. What Are My Values? 18
- 19. What Are My Values? Use the mirror test Value system of an organization and yours To be effective in an organization, a person’s values must be compatible with the organization’s values (not the same but close enough to coexist) 19
- 20. . Where Do I Belong? 20
- 21. Where Do I Belong? Or where I do not belong… A big or a small organization? “Yes, I will do that” If I am not a decision maker I should have learned to say no to a decision maker assignment. When we answer to the three previous questions, I can and should decide where I belong. 21
- 22. . What Should I Contribute? 22
- 23. What Shoul d I Contri bute? 23 What does the situation requires? Given my strengths, my way of performing, and my values, how can I make the greatest contribution to what needs to be done? What results have to be achieved to make a difference?
- 24. What Should I Contri bute? Cont. Where and how can I achieve results that will make a difference within the next year and half? The results should be hard to achieve, but also they should be within reach The results must be meaningful (they should make a difference) 24
- 25. Responsibility . For Relationships 25
- 26. Respons ibility For Relation ships First is to accept the fact that other people are as much individuals as you yourself are. Taking responsibility for communication Today the great majority of people work with others who have different tasks and responsibilities. 26
- 27. The . Second Half Of Your Life 27
- 28. The Second Half Of Your Life You must Begin long before you enter the second half of your life! 28
- 29. The Seco nd Half Of Your Life 29 Managing oneself increasingly leads one to begin a second career: Start one (move to another organization Develop a parallel career Social entrepreneurs (another activity, usually a nonprofit) People who manage the second half of their lives may always be a minority The majority may “retire on the job”
- 30. . Strengths of article 30
- 31. Strength of article Continuous feed back analysis You can analysis whether you are a reader or a listener You can learn most deeply held values Know about own self to become own chief executive officer Remain what you are don’t try to
- 32. Weaknesses . of Article 32
- 33. Weaknesses of Article To much monotony. Just few examples. Repetition of same agenda. Little bit confusing. 33
- 34. Learning from Article . 34
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- 38. Comparison of article with my life . 38
- 39. . Comparison of article with my life Knowing my strengths: Feedback analysis Habits and preferences will reflect in the period of 2-3 years feedback analysis. My performance in tasks: Under pressure I am a good worker. Generally I am not a good team player and at times I lack confidence while working on a project.
- 40. . Fear of loss and failure. I am a listener not a reader. To manage myself I need to develop reading skills and a combination of both listening and reading skills. 40
- 41. . What are my values: To live a worthy life my values are based on Islamic values and I prefer being ethical and moral as thee society and my working place requirements are. My values and values of organization where I work should be inline other wise my performance will go down.
- 42. . Where do I belong ? To get fit in an organizational structure. I need to go from a transformation process, based on my strengths, work styles and value IMPLICATIONS Only when I operate from a combination of my strength, self knowledge I can achieve true and lasting excellence 42
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