Module1 Personality Development

Time management is commonly defined as the various means by which people effectively use
their time and other closely related resources in order to make the most out of it.
Benefits of Time Management:
The main benefit of effective time management is that it can drastically improve the quality of
your life. Lets look at a few common problems that can be solved with effective time
management.
Reduce frustration and Anxiety
Many of the frustrating situations can be avoided with effective planning and organi!ing
techniques. "hen you have overcome frustration# it is a lot easier to release the full
power of your creativity and productivity.
Get a sense of achievement and piece of mind
Much of dissatisfaction and an$iety comes from that you are not sure where you are
going# or you feel like you are going nowhere. %ffective time management includes smart
goal setting techniques# which will help you to reali!e where you are going and to see the
optimal path there.
Open yourself to more satisfaction
"e are often burdened by subconscious guilt for those undone things we think we should
be doing or should have done. "ith effective time management you learn to overcome
procrastination and you learn to prioriti!e. This will keep you feeling that you did most of
the important things you possibly could do. That makes you more confident and decisive
in your choices# leaving less space for guilt or unsatisfaction.
Increase your energy level
The undone things circulating in your mind cost you much more time and energy than the
things you have done or are doing. "ith effective time management you get organi!ed
and unclutter your mind from those energy drains of unhandled things and &unfinished
businesses&. 'ou will e$perience much higher energy level.
Get more of quality time
There are many things that dont get you much forward# but you still have to do them to
survive. Take eating for e$ample. Those maintenance tasks are a significant part of your
total time spendings. Learn how to organi!e them more efficiently and you will get more
time for making progress or en(oying life.
Time management tools:
Time management starts with the commitment to change. Time management is easy as
long as you commit to action. 'ou can train others and improve your own time
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management through better planning) prioritising) delegating) controlling your
environment) understanding yourself and identifying what you will change about your
habits# routines and attitude# conditioning# or re*conditioning your environment.
eys to !uccessful Time Management
!elf "no#ledge and goals: +n order to manage your time successfully# having an
awareness of what your goals are will assist you in prioriti!ing your activities.
$eveloping and maintaining a personal% flexi&le schedule: Time management provides
you with the opportunity to create a schedule that works for you# not for others. This
personal attention gives you the fle$ibility to include the things that are most important to
you.
!trategies on using Time:
$evelop &loc"s of study time
!chedule #ee"ly revie#s and updates
'rioriti(e assignments
"hen studying# get in the habit of beginning with the most difficult sub(ect or
task
$evelop alternative study places free from distractions
to ma$imi!e concentration
)se your time #isely
Think of times when you can study &bits& as when walking# riding the bus# etc.
Revie# studies and readings *ust &efore class
Revie# lecture material immediately after class
+,orgetting is greatest within -. hours without review,
!chedule time for critical course events
Papers# presentations# tests# etc.
A!!-RTI.-/-!!
Assertiveness is a trait taught by many personal development e$perts and psychotherapists. +t is
linked to self*esteem and considered an important communication skill. Trait is a characteristic
or property of some entity. /n assertive style of behavior is to interact with people while
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standing up for your rights. 0eing assertive is to ones benefit most of the time but it does not
mean that one always gets what he1she wants. The result of being assertive is that 12 you feel
good about yourself -2 other people know how to deal with you and there is nothing vague about
dealing with you.
0hat is Assertiveness1
/ssertiveness is the ability to e$press yourself and your rights without violating the rights of
others. +t is appropriately direct# open# and honest communication which is self*enhancing and
e$pressive. /cting assertively will allow you to feel self*confident and will generally gain you
the respect of your peers and friends. +t can increase your chances for honest relationships# and
help you to feel better about yourself and your self*control in everyday situations. This# in turn#
will improve your decision*making ability and possibly your chances of getting what you really
want from life.
3/ssertiveness basically means the ability to e$press your thoughts and feelings in a way that
clearly states your needs and keeps the lines of communication open with the other4. 5owever#
before you can comfortably e$press your needs# you must believe you have a legitimate right to
have those needs. 6eep in mind that you have the following rights7
The right to decide how to lead your life. This includes pursuing your own goals and
dreams and establishing your own priorities.
The right to your own values# beliefs# opinions# and emotions 8 and the right to respect
yourself for them# no matter the opinion of others.
The right not to (ustify or e$plain your actions or feelings to others.
The right to tell others how you wish to be treated.
The right to e$press yourself and to say 39o#4 3+ don:t know#4 3+ don:t understand#4 or
even 3+ don:t care.4 'ou have the right to take the time you need to formulate your ideas
before e$pressing them.
The right to ask for information or help 8 without having negative feelings about your
needs.
The right to change your mind# to make mistakes# and to sometimes act illogically 8
with full understanding and acceptance of the consequences.
The right to like yourself even though you:re not perfect# and to sometimes do less than
you are capable of doing.
The right to have positive# satisfying relationships within which you feel comfortable and
free to e$press yourself honestly 8 and the right to change or end relationships if they
don:t meet your needs.
The right to change# enhance# or develop your life in any way you determine.
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/;;%<T+=% P%>PL%7
/ssertive people have the following characteristics7
They feel free to e$press their feelings# thoughts# and desires.
They know their rights.
They have control over their anger. +t does not mean that they repress this feeling. +t
means that they control it for a moment and then talk about it later in a logical way.
%$ample7 ?andhis struggle for +ndias independence# along with the communication strategy and
actions he used for this# are a good e$ample of assertiveness. 5e used a people movement which
he called &;atyagraha& which used non violent means to achieve his ob(ective. 5e kept
communicating the +ndians right to rule themselves to the 0ritish# irrespective of what the
0ritish thought about +ndians. ?andhi was sent to (ail several times and in many cases was asked
to pay a fine for opposing 0ritish rule. 5e never agreed to fine# saying that he had the right to say
what he thinks is correct. /fter several decades of this struggle# +ndia became independent.
2earning to Become More Assertive
/s you learn to become more assertive# remember to use your assertive 3skills4 selectively. +t is
not (ust what you say to someone verbally# but also how you communicate nonverbally with
voice tone# gestures# eye contact# facial e$pression and posture that will influence your impact on
others. 'ou must remember that it takes time and practice# as well as a willingness to accept
yourself as you make mistakes# to reach the goal of acting assertively. /s you practice your
techniques# it is often helpful to have accepting relationships and a supportive environment.
People who understand and care about you are your strongest assets.
!pecific Techniques for Assertiveness
1. 0e as specific and clear as possible about what you want# think# and feel. The following
statements pro(ect this preciseness7
o 3+ want to@4
o 3+ don:t want you to@4
o 3"ould you@A4
o 3+ liked it when you did that.4
o 3+ have a different opinion# + think that@4
o 3+ have mi$ed reactions. + agree with these aspects for these reasons# but + am
disturbed about these aspects for these reasons.4
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+t can be helpful to e$plain e$actly what you mean and e$actly what you don:t mean#
such as 3+ don:t want to break up over this# but +:d like to talk it through and see if we can
prevent it from happening again.
0e direct. Deliver your message to the person for whom it is intended. +f you want to tell
Bane something# tell Bane) do not tell everyone e$cept Bane) do not tell a group# of which
Bane happens to be a member.
-. 3>wn4 your message. /cknowledge that your message comes from your frame of
reference# your conception of good vs. bad or right vs. wrong# your perceptions. 'ou can
acknowledge ownership with personali!ed C4+42 statements such as 3+ don:t agree with
you4 Cas compared to 3'ou:re wrong42 or 3+:d like you to mow the lawn4 Cas compared
to 3'ou really should mow the lawn# you know42. ;uggesting that someone is wrong or
bad and should change for his or her own benefit when# in fact# it would please you will
only foster resentment and resistance rather than understanding and cooperation.
D. /sk for feedback. 3/m + being clearA 5ow do you see this situationA "hat do you want
to doA4 /sking for feedback can encourage others to correct any misperceptions you may
have as well as help others reali!e that you are e$pressing an opinion# feeling# or desire
rather than a demand. %ncourage others to be clear# direct# and specific in their feedback
to you.
Assertion strategies:
1. Make known your desires and feelings. Dont be side tracked by others. Make a short# clear#
assertive statement of your goal# taking into account what others are saying by persistently
repeating your goal7 Yes I understand Eothers responseF but I still want Estate your goalF.
2. Express feelings about a situation without threatening others:
+dentify the situation7 When you put me down Y
+dentify how you feel about it7 I feel angry Y
+dentify what you want7 When you put me down, I feel angry. I want you to know that and
to stop putting me down.
3. Make a nonassertive person open up. The topic should be pursued in a gentle# probing
manner7 3I don't understand why you are so up tight.
Body language as related to assertive &ehavior:
1. Eye contact and facial expression: Maintain direct eye contact) appear interested and alert#
but not angry.
2. Posture: ;tand or sit erect# possibly leaning forward slightly.
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3. istance and contact: ;tand or sit at a normal conversational distance from the other.
!. "estures: Gse rela$ed# conversational gestures.
#. $oice: Gse a factual# not emotional tone of voice. ;ound determined and full of conviction# but
not overbearing.
%. &i'ing: Hhoose a time when both parties are rela$ed. / neutral site is best.
$ecision ma"ing s"ills and techniques
"e use our decision making skills to solve problems by selecting one course of action from
several possible alternatives. Decision making skills are also a key component of time
management skills.
Decision making can be hard. /lmost any decision involves some conflicts or dissatisfaction.
The difficult part is to pick one solution where the positive outcome can outweigh possible
losses. /voiding decisions often seems easier. 'et# making your own decisions and accepting the
consequences are the only way to stay in control of your time# your success# and your life. +f you
want to learn more on how to make a decision# here are some decisions making tips to get you
started.
Ma"e3)p your mind 4 Improving your decision ma"ing s"ills:
%ffective decision*making means that you can &make things happen#& instead of (ust &letting
things happen.& Decision*making is required in every activity. +t is involved in a variety of
situations and problems# from the very simple to the very comple$. Making decisions which
direct and guide events and actions into a planned course# rather than letting events fall to
chance# is one of the marks of a good manager.
eveloping the (rt of ecision)Making
%veryone# young or old# can learn to improve their decision*making skills. Making a decision is
not something you do from habit 8 it requires conscious thought. Life consists of a series of
decisions. %very decision we make is different from all others because we have had one more
e$perience. Most decisions are made in a series 8 you do something and then do something
else. >ften# making one decision does not settle anything. +nstead# it gets you into the position to
make another.
,amily decisions give each person an opportunity to voice opinions on matters that affect work
and family living. +f the older children are a part of the decision*making team# they will be more
understanding of family goals and problems. Through this e$perience# they will learn and be able
to help the family make better decisions.
Making a decision involves making a choice and selecting from among alternatives. /ll
decisions carry with them some dissatisfactions and conflicts. The bad must be accepted along
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with the good. ;uccessful decision*making means making a choice that has enough of the
important satisfactions in it to outweigh the less important dissatisfactions.
&he ecision)Making Process
The steps in making and implementing decisions as they apply to family and individual resource
management decisions are7
56 Recogni(e the pro&lem6
The decision*making process starts by recogni!ing that a problem e$ists7 something has to be
changed in the situation and there are possibilities for improvement. 0ig problems must often be
broken down into smaller# easier to deal with# components.
76 Analy(e the pro&lem6
>nce the problem is identified# study it carefully to find e$actly what is causing it. /gain# be as
specific as possible.
86 9onsider your goals6
Honsider the goal or goals you want to reach. The goals you choose are influenced by the values
you have 8 what is important to you. 0ecoming more aware of your values and the priorities
you place on them will help you see more clearly what is desired.
:6 2oo" for alternatives6
Think and look for as many practical alternatives as possible. +n most situations it is not feasible
to e$plore all the possibilities because of time and e$pense. 5owever# try to look for more
possibilities than the obvious or habitual ones. +f the decision is very important 8 in either
human or financial terms 8 it will be worthwhile to spend more time and effort in looking for a
solution or making a choice.
/naly!e the resources each alternative course of action will require. 5ow does the time# money#
skill# energy# or other resource needed compare with the resources you presently haveA Does one
alternative require fewer of your scarce resourcesA 'ou must also compare the e$pected benefits
from your selection. +t doesnt always make sense to choose the cheapest product or the lowest
cost activity# if the results will also be lower in quality.
;6 !elect the &est alternative6
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/fter looking carefully at each alternative# select the best one. 6eep in mind the values that are
important to you# the goals you are working toward# and the resources you have to work with. +t
is possible that none of the seemingly available alternatives will be acceptable. +f there is no one
best alternative# or none at all which seems satisfactory# perhaps a new alternative can be created
by compromise# or by combining some of the possible ideas you have. >ccasionally# you must
make a decision to postpone action in order to seek more information# but dont put off making
any decision (ust because you dont have a perfect answer.
<6 'ut your decision into action6
Making a decision doesnt end with choosing the best alternative. 'ou must put your decision
into action. Gsually people carry out their own decisions. ;ometimes# however# group action by
members of the family# or other groups# must be generated. +f everyone involved has had a share
in making the decision# they will usually be more willing to help implement it.
Many# perhaps most# decisions do not directly solve a problem. They simply put you in a position
to make additional decisions# which move you closer to your goal. >ne central decision Csuch as
moving to a new town2 involves a large number of additional decisions# such as choosing among
housing alternatives# transportation methods# religious and community affiliations.
/nother decision*making pattern is the chain*linkage pattern# more commonly known as &one
thing leads to another.& %ach decision is directly dependent on a previous choice in this model.
=6 Accept the responsi&ility6
/fter you make a decision# you need to accept the responsibility and consequences for making it.
'ou need to be willing to live with it# or else take the lead in making another decision for
changing directions. Most decisions are made without having all the information youd like and
all the resources you really need. Dont be afraid to make a decision (ust because you may have
to revise it...thats part of the process.
>6 -valuate your results6
The outcome# or result of your decisions# should be evaluated regularly to determine its
effectiveness.
Gse habits to reduce time in decision*making. ,or instance# you dont need to spend a great deal
of time deciding which toothpaste to buy. Lots of purchasing decisions# and some management
decisions# can be made on a routine basis until your situation changes.
Interpersonal 9ommunication s"ills:
Interpersonal communication is defined by communication scholars in numerous ways# though
most involve participants who are interdependent on one another# have a shared history.
Hommunication channels are the medium chosen to convey the message from sender to receiver.
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Hommunication channels can be categori!ed into two main categories7 Direct and +ndirect
channels of communication.
$irect channels are those that are obvious and can be easily recogni!ed by the receiver. They are
also under direct control of the sender. +n this category are the verbal and non*verbal channels of
communication. Verbal communication channels are those that use words in some manner# such
as written communication or spoken communication. Non!erbal communication channels are
those that do not require silly words# such as certain overt facial e$pressions# controllable body
movements Csuch as that made by a traffic police to control traffic at an intersection2# color Cred
for danger# green means go etc2# sound Csirens# alarms etc.2.
Indirect channels are those channels that are usually recogni!ed subliminally or subconsciously
by the receiver# and not under direct control of the sender. This includes kinesics or body
language# that reflects the inner emotions and motivations rather than the actual delivered
message. +t also includes such vague terms as &gut feeling&# &hunches& or &premonitions&.
9hannels means mode of communicating the messages.
'articipants is the communicators who are both senders and receivers.
9ontext refers to the interrelated conditions of communication. +t consists of everything that is
not in the message# but on which the message relies in order to have its intended meaning.
?o# do you develop your interpersonal s"ills:
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2eadership
The process of successfully influencing the activities of a group towards the achievement of a
common goal. / leader has the ability to influence others through qualities such as personal
charisma# e$pertise# command of language# and the creation of mutual respect. /s well as
requiring strong Hommunication ;kills and Personal ;kills# leadership uses the 0ackground
skills of mentoring# decision making# delegation and motivating others.
/et#or"ing
The ability to actively seek# identify and create effective contacts with others# and to maintain
those contacts for mutual benefit. +n addition to strong Hommunication ;kills and Personal
;kills# 9etworking uses the 0ackground skills of network building and motivating others.
Team#or"
+nvolves working with others in a group towards a common goal. This requires cooperating with
others# being responsive to others ideas# taking a collaborative approach to learning# and taking a
responsibility for developing and achieving group goals. Teamwork uses the 0ackground skills
of collaboration# mentoring# decision making and delegation.
*ackground +kills
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Mentoring is7
0eing a trusted advisor and helper with e$perience in a particular field. /ctively
supporting and guiding someone to develop knowledge and e$perience# or to achieve
career or personal goals Cfor e$ample# a third*year student mentoring a first year student#
helping to ad(ust to the university e$perience2.
/ mentoring relationship may be formal or informal# but must involve trust# mutual
respect# and commitment as both parties work together to achieve a goal Cfor e$ample#
mentoring a younger member of a team to achieve better performance in the lead*up to a
sporting event2.
Group #or" is7
any activity in which students work together)
any activity which has been specifically designed so that students work in pairs or
groups# and may be assessed as a group Creferred to as formal group work2) or
when students come together naturally to help each other with their work Creferred to as
informal group work2.
peer group activity in lab classes# tutorials etc
$ecision ma"ing is7
+dentifying appropriate evidence and weighing up that evidence to make a choice Cfor
e$ample# gathering and assessing information to find the best way to perform an
e$periment2.
Taking responsibility for a decision and its outcomes Cfor e$ample# choosing a topic for a
group presentation from a number of suggestions2.
$elegation is7
Taking responsibility for determining when to ask someone else to make a decision or
carry out a task Cfor e$ample# figuring out what is a fair distribution of the workload in a
group pro(ect# and sharing responsibility with others2.
Distributing responsibility and authority in a group by giving someone else the discretion
to make decisions that you have the authority to make Cfor e$ample# as the chosen leader
of a lab e$periment team# you could assign tasks and decisions to different group
members2.
9olla&oration is7
"orking cooperatively and productively with other team members to contribute to the
outcomes of the teams work Cfor e$ample# dividing the workload and sharing the results
of your own work with others in the group# or assisting members of the group who are
having difficulty completing their tasks2.
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/et#or" &uilding is7
Hreating contacts with other people and maintaining those contacts Cfor e$ample# meeting
someone at a seminar with similar interests# and swapping email addresses with them2.
/cquiring and maintaining information about people who might be useful contacts for
specific purposes Cfor e$ample# seeking out people established in an industry you hope to
work with one day2.
Gsing a contact in an ethical manner to help each of you meet specific goals# Cfor
e$ample# collaborating on pro(ects of importance to both of you2.
Motivating others is7
?enerating enthusiasm and energy by being positive# focusing on finding solutions and
maintaining a positive attitude even when things are not going well Cfor e$ample# when
something goes wrong# asking &"hat can we try nowA& instead of saying# &That should
have worked better.&2.
%ncouraging others to come up with solutions# listening carefully to their ideas and
offering constructive feedback Cfor e$ample# gathering suggestions for a group pro(ect#
and giving each persons ideas fair discussion2.
0eing prepared to support others in taking agreed# calculated risks# and not blaming
others when things go wrong Cfor e$ample# one group members portion of a presentation
receives a poor mark * make sure that this student isnt blamed by the group# and focus on
learning from the mistakes2.
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