Sunday, August 25, 2013

A520.2.6.RB - Shuck, Allison

Time Management
Assess your time management skills.
I am the type of person who likes to get things done; no matter how hard or challenge the task is. From the moment I get to work, I began prioritizing my day. I review all incoming emails and tickets in order to determine what emails/tickets need to be completed in what order, I schedule time to review all outstanding documents within my verification que, and I allot time each day to return all incoming phone calls.  Within a given day, I am responsible for, answering emails, responding to tickets, returning phone calls, reviewing/completing documents from within my que; among other things. However, due to the amount of incoming emails, tickets, phone calls ext. I find it difficult to complete all tasks within a given day. Therefore, I must find a way to manage my time and complete as many tasks as I can.

Evaluate how these skills have increased your locus of control.
Due to my situation, locus of control cannot be determined. Although I feel that I am in control of time, I cannot control of the amount of incoming emails, phone calls, tickets ext.  In addition I cannot control the type or amount of additional assigned to me by my supervisor. Once more, I cannot anticipate the amount or length of meetings in which I am required to attend. As a result of my inability to determine the above listed tasks/ meetings, I sometimes cannot effectively schedule my time and I often fall behind in my work.

Identify three new areas in which improved time management skills would reduce stress.
1.      Be sure to read each email completely and answer all questions fully – this will prevent additional emails from students
2.      Pay attention to deadlines
3.      Continue adding responses to Quickparts
4.      Seek help and guidance from others 

Add an action plan to integrate these to your daily routine.
By displaying each of the above time management skills on my whiteboard at work  I will be able to integrate each skill into my daily routine.


A520.2.3.RB - Shuck, Allison

Conflict Resolution

What was the conflict?
In my experience, ninety-nine percent of all conflicts arise due to miscommunication; where either myself or the person I am conversation with misinterpreted the meaning of a message. For example, about two years ago, I had a pretty big fall out with one of my colleagues from the accounting department due to miscommunication. This particular colleague, let’s just call her Lindsay, called me on the telephone to ask me about a loan adjustment that had been placed on a student’s account; she wanted to know what the loan adjustment was from.
In response to her question, I explained that all loan adjustments are in result of a Title IV Return of Funds. I continued to explain that when a student withdraws from all classes within a given term, the financial aid office must process a Return of Funds (ROF). A ROF is calculated by dividing the total number days within a scheduled course period by the total number of days in which the student has completed. The result of this calculation will give you the percentage of Title IV Funds earned that can be awarded to the student; all other funds must be returned to the Department of Education; which will create a balance on the students account.
After explaining the ROF process, Lindsay expressed that she did not completely understanding the transactions processed within the accounting screen and as a result asked me to speak with the student. At that time, I expressed to Lindsay that I do not know how to read the accounting transactions either and that it was not a part of my job responsibility. I continued by asking Lindsay “isn’t reading/interpreting the accounting transactions a part of your job?  This created a huge conflict!  Lindsay thought I was telling her that she wasn’t doing her job; when in fact, I was simply seeking out information.

What role did you play?
I was the recipient/initiator; when Lindsay called, she was already very confused and frustrated; and as a result, made me frustrated. However, I did not help the situation when I asked Lindsay about her job responsibilities.   

Who were the other participants in the negotiation?
As a result of my question, Lindsay became very irate and refused to speak to me about the situation. So, she decided to discuss the situation with my supervisor instead. Hence, my supervisor acted as the mediator. 

What was the result?
After informing Lindsay about the meaning of my question, I apologized to her for the misunderstanding. In addition, agreed to evaluate the situation fully before responding.  Lindsay however, did not apologize to me as she felt that she did not do anything wrong.


Can you see any room for improvement to how the conflict was handled?
Yes, I believe that when a conflict arises, the people involved should discuss the conflict, why it happened and what to do in order to prevent the same conflict from happening again in the future. I think the situation could have been handled differently. Lindsay should have taken the time to cool off before addressing the situation. I also think that she should have tried to talk to me first before addressing the problem with my supervisor. 

Sunday, August 18, 2013

A520.1.2.RB – Shuck, Allison

Self-Awareness Assessment

1.      What do you notice about your results?

After taking the pre Self-Awareness Assessment, I realized that I have a well-developed set of personal standards and beliefs that guide my behavior. However, because I am constantly trying to improve myself, both personally and professionally, I have a tendency to seek feedback from others. I have learned that through self-disclosure, I can learn more about myself and how I receive and process information. But, for the most part, I am capable of demonstrating emotional intelligence; I have the ability to display emotional maturity.

Emotional Intelligence Assessment

·         Emotional Awareness: the result of this assessment indicates that I am capable of understanding my inner emotions; I am capable of evaluating why I make certain decisions.
·         Emotional Control: the result of this assessment indicates that I prefer to confront an issue rather than avoid it. However, it also indicates that I am skillfully honest, in that I try to avoid being harsh to others.
·         Emotional Diagnosis: the result of this assessment indicates that I am sensitive to the emotional issues of others; but, that I sometimes lack the ability to acknowledge different emotional commitments.
·         Emotional Response: the result of this assessment indicates that I have emotional control, but also imply that I sometimes loose emotional control during stressful situations.

The Defining Issues Test

The result of this assessment indicates that I evaluate each issue from an ethical standpoint.

Cognitive Style Indicator – determines the way in which you gather, evaluate and act on information.           

      For all three styles: Knowing, Planning and Creating, my scores were as follows:

Knowing = 5
Planning = 4.85
Creating = 4

Based on the above listed scores, I scored above the average mean in knowing and planning among young managers, but scores below the average mean in creating. I scored above the average mean in planning amount young mangers and MBA students, but scored below the average mean in knowing and creating.

Locus of Control Scale

      In this assessment I scored 6, which is higher that then overall mean average of 5.19.

Tolerance of Ambiguity Scale – refers to the extent in which an individual feels threatened by the lack of information received with situations that are ambiguous, incomplete, unstructured, or dynamic in any way.

In this assessment, I received the following scores for each of the following categories:

Novelty = 27
Complexity = 51
Insolubility = 14

The result of this assessment indicates that my total score 92, was far above the average mean of 56.47; which means that I feel really threatened by the lack of information.

Core Self-Evaluation Scale – the attitudes, emotions and though patterns that make each individual unique.

The result of this assessment indicates that my score of 3.16 was significantly lower than the average mean 3.88.

2.      How much of this rang true for you?

For the most part, I feel that the results of each assessment were accurate, except for that of the Cognitive Style Indicator. I was shocked that I received a low score in creativity because I love to create and design new things.

3.      What did you see that you were expecting in the results?

I found results of the Emotional Intelligence Assessment to be completely accurate, I try to be non-confrontational but prefer to immediately address issues as they arise.

4.      What were the surprises?

Well, I felt that my score for the Core Self-Evaluation was not completely accurate. Why, because some of the questions being asked could only be applied during specific instances. For example: Question 8. I am filled with doubts about my competence. In some cases this can be true, but not in all cases. I feel that my competence can sometimes determined by others; meaning that I formulate my thoughts and beliefs on the opinions of others. Thus, it can be difficult to truly evaluate my true competence because everyone sees and understands things differently. What may be true to one person may not be true to the other. 
5.      How will you make use of this information? 
I can use this information to asses why I think the way I do and how my thoughts effect my actions. By evaluating my thoughts, values, beliefs, and emotions, I can learn how to adapt in different situations both good and bad. 

Saturday, August 17, 2013

A520.1.6.RB - Shuck, Allison

SELF AWARENESS

Over the past two years, my level of self-awareness has increased significantly.  Since I first began the MSLD program back in 2011 I have learned how to embrace the five core aspects of self awareness:

EMOTIONAL INTELLIGENCE   

According to Whetten & Cameron (2011), “emotional Intelligence has come to encompasses almost everything non-cognitive including - social, emotional, behavioral attitudinal and personal factors”. To embrace emotional intelligence, one must be able to interprets his or her feelings and emotions; as well as, the feeling and emotions on others. 

The concept of emotional intelligence has always been a very difficult concept for me to grasp. Why, because I constantly struggle with interprets the feelings of others. And, I sometimes find it difficult to embrace the view point of others. It wasn't until learning about emotional intelligence and realizing my own feeling and emotions, that I became more aware of how to evaluate the emotions and feeling of others. Before learning about emotional intelligence, I was known for jump to conclusions and assuming the worst. Now, I tend to ask questions in an effort to understand the others person point of view before making assumptions. I have learned that by forming an open dialog and providing positive feedback, I can create a mutual understanding between myself and others.

ATTITUDES TOWARDS CHANGE

In order for a person to recognize his/her attitude toward change, he/she must first start by fully understand his/her own cognitive style. Meaning that in order for a person to adapt to change, he/she must understand how to perceive and remember information.

I truly believe that in order to grow one must embrace change. Change, although scary, is essential for progress.  In order to cope with change, one must become aware of his/her own orientation towards change. How one perceives and remembers information is an essential prerequisite for embracing change.  For me change id non-threatening, I am the type of person who is capable of learning and adapting to change well. For example, when Embry Riddle changed its operating system from DataTel to Campus Solutions, I was quick to learn the new system and as a result, was able to help my team through the transition process.

COGNITIVE STYLE

Cognitive style refers to the way in which a person perceives, interprets, and responds to information. A person’s cognitive style is often habitual, meaning that is does not involve conscious effort.  However, it is important to note that a person’s cognitive style is not always habitual; for he/she suppresses different information over time.  

A person’s cognitive style is formulated by two key dimensions: 1) the way a person gathers information and 2) the way in which a person evaluates and acts on information. According to Whetten & Cameron (2011), there are three dimensions within a person’s cognitive style. Those dimensions are: Knowing (facts, details and data), Planning (organization, plans and preparation) and Cheating (creativity, risk and innovation).

Because I am the type of person who must be interested in a topic to remember it, it has always been very difficult for me to retain random information. For example, if I was asked to recite each US president and the number of year he served in office, it would be almost impossible for me to do so. Why, because I simply not interest in the topic. However, if I was asked to recite the various components within a camera, I would be able to do so without a problem.

VALUES

For the most part, a person’s values are determined by his/her culture (the environment in which he/she grew up in); however, values have the tendency to change over time. Throughout a person’s life, he/she is influenced by different people and as a result, new values are formulated. According to Whetten & Cameron (2011), “values are among the most stable and enduring characteristic of individuals. A person’s values are the basis for intellectual decisions, personal guidelines and personal tastes.  

Two of the values that I cherish most in myself and others are: sincerity and honest. I learned at a very young age that if I told the truth, I would not be in as much trouble as if I told a lie. Call me old fashion, but I believe that people are only as good as their word.

CORE SELF-EVALUATION

Core Self-Evaluation can be referred to as positive self-regard – the degree in which a person values him or herself. A person’s Core-Self-Evaluation is made up of four components: self-esteem, generalized self-efficacy, emotional stability, and locus of control. All of which determine a person’s personality, job satisfaction, job performance and overall happiness.

Within the past year, I have begun focusing on my emotional stability and locus of control. Not that I am a crazy person, but I tend to get defensive when conversing with others and do not always take constructive critics well. Sometimes, I feel as if I am being personally attacked, when in reality, that is not the case. In an effort to gain emotional stability and locus of control, I have begun paying attention to my behavior, attitude, emotions, and thought patterns when conversing with others. I have learned to formulate my thoughts are reactions on solid facts instead of delusional assumptions.

REFERENCE

Whetten, D. A., & Cameron, K. S. (2011). Developing management skills (8th ed.). Upper Saddle River, N.J: Prentice Hall/Pearson. (pp. 57-82)