Instructor Resources
Denhardt, Managing Human Behavior in Public and Nonprofit Organizations 4th edition
SAGE Publications 2016
Chapter 2 – Knowing and Managing Yourself
Slide 1 – Opening
Slide 2 – Chapter Objectives
•The importance of knowing oneself
•The three levels of self
•Impact of life experiences on identity
•Ways to improve your sense of self
Slide 3 – Know Thyself
•Valuable from a personal standpoint and to both success and satisfaction in work lives.
•Most basic human need is self-acceptance.
Slide 4 – New Approaches
•Need to look at adopting new ways of operating.
•New mind-set.
•Requires us to do more with less and move away from top-down management.
Slide 5 – Three Levels of “Self”
•The Individual.
Slide 6 – Three Levels of “Self”
•Interpersonal, e.g., supervisor-subordinate; colleague-colleague.
Slide 7 – Three Levels of “Self”
•Collective.
Slide 8 – Where Do We Begin?
•What events/relationships/cultural changes/political events have happened in your lifetime?
•How have they influenced you?
Slide 9 – Ways of Thinking
•What do we mean by emotional challenge?
•Any threat to security, self-image, or sense of worth.
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Instructor Resources
Denhardt, Managing Human Behavior in Public and Nonprofit Organizations 4th edition
SAGE Publications 2016
•May withdraw or become aggressive.
Slide 10 – Building Capacity
Slide 11 – Focus on Skill Development
•Cognitive examples: correct bat swing, proper brush stroke; generally not enough
•Behavioral examples: Not only must you know how to swing a bat, but you have to do it time after
Slide 12 – Improving Your Sense of Self
•Self management – the ability to control or redirect disruptive impulses and moods and regulate
your own behavior, coupled with a propensity to pursue goals with energy and persistence. The
seven competencies associated with this component are (1) self-control, (2) trustworthiness, (3)
integrity, (4) initiative, (5) adaptability and comfort with ambiguity, (6) openness to change, and (7)
a strong desire to achieve.
•Self-awareness – the ability to recognize and understand your moods, emotions, and drives as
well as their effect on others. Comprised of three elements: (1) emotional awareness, (2)
Slide 13 – Rules to be Likable
•Which of these behaviors do you engage in?
Slide 14 – Career Barriers
•Barrier 1: get over yourself by making a commitment to make another person or team better.
•Barrier 2: Your crafted image may actually affect your effectiveness in the organization.
•Barrier 3: Remember, the very individuals you perceive as enemies may actually be great allies,
Slide 15 – The Power of Vision
•Human memory stores images and senses, not numbers.
•Values help us to determine what to do and what not to do.
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Instructor Resources
Denhardt, Managing Human Behavior in Public and Nonprofit Organizations 4th edition
SAGE Publications 2016
•Trust is a central issue in human relationships; heart of efforts to foster collaboration.
Slide 16 – Assessing Yourself
•There are a number of well-known and thoroughly researched assessments or inventories
available to the individual interested in self-knowledge. Here we discuss six such tools that may
be helpful on the journey to self-awareness.
Slide 17 – Personal Values
•Personal values lie at the core of a person’s behavior and play a significant role in unifying one’s
personality. Values are the foundation upon which attitudes and personal preferences are formed
and the basis for crucial decisions, life directions, and personal choice. Kohlberg’s (1971) model
of moral development focuses on the kind of reasoning used to reach a decision with value or
Slide 18 – Personal Values Inventory
1. Theoretical. The person is interested in ordering and systematizing knowledge, likes to reason
and think, and is rational and analytical.
2. Power oriented. The person is interested in the use, implications, and manifestations of power.
3. Achievement oriented. The person is practical, efficient, and concerned with obtaining results.
4. Human oriented. The person views people and relationships in a positive manner, a
humanitarian.
5. Industry oriented. The person likes to work and sees work as an end in itself.
6. Financial oriented. The person is interested in the power of money and in rewards for effort and
personal gain.
Slide 19 – Personality Style
•Personality style refers to the manner in which individuals gather and process information. Our
personality types affect the way in which we see the world and, consequently, the way we act.
Slide 20 – Personality types
•The Myers-Briggs Type Inventory is a widely used, self-administered inventory to assess an
individual’s Jungian personality types. David Keirsey has a similar instrument available online
Slide 21 – The Big Five Dimensions
•Among the dimensions, conscientiousness has the strongest correlation with job performance.
Individuals that are dependable, organized, and hardworking, tend to be considered better
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Instructor Resources
Denhardt, Managing Human Behavior in Public and Nonprofit Organizations 4th edition
SAGE Publications 2016
employees. Extraversion also has some impact on job performance, especially for jobs that
require social interaction.
Slide 22 – Interpersonal Orientation
•Interpersonal orientation refers to behavior and interpersonal relationships, not just personal and
psychological inclinations regarding others. Moreover, it identifies the underlying tendencies that
the individual has to behave in certain ways regardless of circumstances or presence of others.
Slide 23 – Locus of Control
•Locus of control refers to our attitudes toward the extent to which we have control of our own
destiny. There are both internal and external controls.
Slide 24 – Career Orientation
•Career orientation is a self-perceived talent, motive, or value that serves to guide, stabilize, and
integrate a person’s career. Schein described eight typical “career anchors” or different
orientations to those things that a person desires from his or her career.
Slide 25 – Self-disclosure
•Self-disclosure requires that we reveal ourselves to others through verbal or nonverbal means.
We become human by sharing our interests and desires with others. Self-disclosure also affects
the way in which others see us.
Slide 26 – Ethical Concerns
•We must be careful in using these assessment for employment or promotion purposes. Although
Slide 27 – Ways of Acting
1. Focus on learning from your administrative experience. To learn from your experience, you must
engage in self-reflection and self-critique. Your past experiences must be translated into an action
agenda for personal development.
2. Keep a journal. A journal allows you the opportunity to engage in self-reflection and self-critique
over a sustained period of time. Writing in a journal also gives structure to your examination of
events.
3. Talk regularly with people you trust. In addition to self-reflection and self-critique, the insights and
support of trusted friends can be a great boost to developing your confidence and self-esteem.
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Instructor Resources
Denhardt, Managing Human Behavior in Public and Nonprofit Organizations 4th edition
SAGE Publications 2016
to your health. Take time to relax and to participate in activities that are not work related.
Relaxation will provide for renewed energy with which to improve productivity and creativity.
Slide 28 – Ways of Acting, Continued
6. Set an example. As a manager, you should not only be concerned with developing your own
maturity and self-confidence; you should also encourage and energize others to develop
theirs. Such an understanding of yourself not only helps you as an employee but also can
help the organization.
7. Carefully examine the explanations that you give. You might refuse an assignment by saying,
“I am too busy to take on this assignment,” when, in fact, the assignment simply might not be
of interest to you.
8. Look for several causes. When attempting to interpret behavior, look for various causes that
might have triggered the behavior.
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