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Unit 11: Individuals and Self-Management

• Accept responsibility for your job successes and failures. Do not look for a scapegoat. Notes

• Do not view things you do as a ‘job.’ View all activities as a challenge.
• Use your subconscious mind by telling it to do what do you want. Instead of telling
yourself, “I can not do that very well,” say, “I can do this very well.” Give yourself
points for completing tasks on your “to-do” list in priority order. When you reach
10 points, reward yourself.
• Practice your personal beliefs. It may be helpful each morning to take 15 minutes to
gather your thoughts and say a prayer.
• Make a commitment to show someone a specific accomplishment on a certain date. The
added urgency will help you feel motivated to have it done.
• Practice self-determination, wanting to do it for you.
• Believe that you can be what you want to be.
• Never criticize yourself as having a weakness. There is no such thing. You are only
talking about a present undeveloped skill or part of yourself that if you chose so, you
can change. You do not have any weakness, only untapped potential.

• Be pleasant all the time, no matter what the situation is.
• Challenge yourself to do things differently than you have in the past. It provides new
ideas and keeps you interested.

• Talk to yourself. A self-talk using positive affirmation is something that is common
among all great achievers. They convince themselves that they can accomplish their
goals.

• Create your own ‘motivation board’ by putting up notes of things you need to do on
a bulletin board or special wall space. It is an easily visible way to see what you need
to work on. When an item is done, remove the note. Also keep your goals listed and
pictured on your board.

• Stay interested in what you are doing. Keep looking for what is interesting in your
work. Change your perspective and look at it as someone outside your job would.
• Establish personal incentives and rewards to help maintain your own high enthusiasm
and performance level.

Apply ‘Big Five’ individual theory to education institute and prepare
report.

In 1983 Costa and McCrae realized that their NEO system closely resembled
three of the Big Five factors.

11.4 Individual Behaviour

Human behaviour is complex and every individual is different from another, the challenge
of an effective organization is in successfully matching the task, the manager and the
subordinate.

Under ideal situation, a manager would first analyze the task, then determine the required
skills and assemble a team that complement each other skills; thereby creating an enriching

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