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Unit 11: Individuals and Self-Management

problems. Her decisions and actions result from quick interpretation of the facts. She loves Notes
to find the causes of the problems in standardized operations and excels at extracting higher
efficiency from programmed procedures.
Yet, Shweta does not like to see changes sweep too far in new directions. She would rather
fix an old system that conceptualizes a new approach. Shweta generally gets along well with
co-workers. She reinforces good performances by giving praise, writing memos of thanks,
and publicly acknowledging others’ accomplishments.
11.5.4 Intuitive Feelers (IF)

Vikram Das is the quintessential intuitive feeler. He is a charismatic leader who communicates
fluently and is quick to visualize possibilities for improvement. He draws out ideas from
others and always consults co-workers before moving ahead on significant actions. Given
the freedom to manage, Vikram creates a high level of esprit de corps within his team.
Vikram believes in psychological rewards and makes sure they come in timely response to
his worker’s emotional needs.

Yet, Vikram needs recognition from others. He tends to back away from his personal ideas
when they appear to conflict with views held by esteemed others. He is very popular among
his co-workers, but because he wishes to retain his popularity, Vikram is at times hesitant
to act. Sometimes the opportunity of the moment is lost as a result of his indecision. The
behaviour patterns of these four managers indicate extreme personalities. While managers
may tend towards sensation or intuition, thinking or feeling, usually their dominant
combinations do not preclude use of other functions. In fact, most managers rely on all four
functions to some degree. Still the message for the organization is clear: To be effective
across the entire range of problems—those that demand change and those that demand
stability, those that call for quantitative analysis and those that require creativity—an
organization needs all four types of managers. In the ideal management team, individual
managerial styles complement each other. A built-in system of checks and balances is
possible when team members are of different personality types.

11.6 Rules for Self-Management

1. Live by your values, whatever they are. You confuse people when you do not, because
they cannot predict how you will behave.

2. Speak up! No one can ‘hear’ what you are thinking without you be willing to stand
up for it. Mind-reading is something most people cannot do.
3. Honour your own good word, and keep the promises you make. If not, people
eventually stop believing most of what you say, and your words will no longer work
for you.
4. When you ask for more responsibility, expect to be held fully accountable. This is what
seizing ownership of something is all about; it is usually an all or nothing kind of
thing, and so you have got to treat it that way.

5. Do not expect people to trust you if you are not willing to be trustworthy for them
first and foremost. Trust is an outcome of fulfilled expectations.
6. Be more productive by creating good habits and rejecting bad ones. Good habits corral
your energies into a momentum-building rhythm for you; bad habits sap your energies
and drain you.

7. Have a good work ethic, for it seems to be getting rare today. Curious, for those ‘old-
fashioned’ values like dependability, timeliness, professionalism and diligence are
prized more than ever before. Be action-oriented. Seek to make things work. Be willing
to do what it takes.

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