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Shridhar S.K.
Sharanabasava
Shilpa
Smitha
Sowmya
Shivram H.S.
 Ê

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÷ Diana Gillen-General manager

÷ Julie Spencer-Supervisor

÷ Tom Miner- Regional director

 Ê
 

÷ Omployed by casual dining restaurant chain for

twelve years.

÷ Worked her way up from waitress to general manager.

÷ Meeting with Julie Spencer, and Tom Miner to learn the

outcome of her promotion interview for the district
manager position.


× 

 
 
÷ ñnterviewed for the last district manager opening.

÷ A district manager from another restaurant

company was appointed in place of Diana.
 


Ê

÷ Growing sales, in spite of new competition in the

market.
÷ She received relatively few customer complaints.
÷ The only number that was a little out of line was
the higher turnover among her staff.
 



Ê
÷ Managing restaurant completely by the book &
meticulously adhered to policies and procedures.
÷ She had high standards ² for herself and her
employees.
÷ Not too concerned about the increasing number
of terminations.
÷ Omployee who delivered less than 110 percent at
all times would be terminated.
Ê

 Meeting with Julie Spencer, and Tom Miner to learn the
outcome of her promotion interview for the district
manager position.
 She Learns that she is not promoted even this time.
 Leaves the room with disappointment before any
further explanation is given.
  
An emotion is a mental and physiological state
associated with a wide variety of feelings,
thoughts, and behavior.

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Omotional ñntelligence is the ability of an individual,
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ñt's how you use emotional intelligence in
situations that are more personal.

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ñt is the ability of a person to

recognize and understand moods,
emotions and drives, as well as their
effect on others.
The key indicators of self-awareness

Omotional wareness

SELF AWARENESS

Self-ssessment Self-onfidence
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ñt is the ability to use awareness of

one·s emotions to actively choose what
we say and do.
The key indicators of self management

Self-ontrol

Trust ort iness nnovativeness

SELF MANAGEMENT

conscientiousness daptability
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Maintaining standards of honesty and integrity

Diana: Her company had awarded her with

´resta rant manager of the yearµ. They tr sted
her management skills at their chief location
Ê

 




Taking responsibility for personal performance

Diana: was very committed to her work and made

it a point that the restaurant met the targets.
Ô
¦lexibility in handling change.

Diana: she was very strict with her subordinates

and was not ready to change rules for anyone .
 
 


[eing comfortable with and open to novel ideas
and new information.

Diana : She fired three employees who wanted to

try out new tactics for customer service. She
followed by-book-approach in managing things
at the restaurant.
 Ê


Managing disruptive emotions and impulses.

Diana : Lacked Self control on her emotions .

÷Social awareness.
÷Relationship Management?
Sensing what people are feeling,
being able to take their perspective
and cultivate rapport with a broad
diversity of people.
u

   

Ompathy

SOCIAL AWARENESS

rganizational
Service
wareness

rientation
÷Diana was not good enough in this
dimension.
÷She rarely paid attention towards
employees.
÷She was more focused on meeting on her
goals.
÷She was treating employees as her helpers.
Handling emotions in relationships well and
accurately reading situation interacting
smoothly; using these skills
to persuade lead and negotiate.
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eadership

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thers
Oven in relationship management Diana
was not good.
÷High number of staff turnover.
÷She was not accepting change.

Video
 
 
Training is vital to develop self-
awareness . ñt helps to understand
yourself and how to function in an
office.
  
!
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The external party will tell her about
strengths, weakness and give invaluable
suggestions to improve her
communication skills . [y improving her
communication skills she can know how
her subordinates and superiors feel
about her.

Ê




Êompany should do performance

appraisal which include in-depth
interviews.
 Ê" 

This helps her to develop listening skills

and how to respect others.
 Ê
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÷ ñnnovation .
÷ Team orientation.
÷ Êustomer orientation.
÷ Attention to details.
÷ Accepting the changes.
 Leadership skills
ñnterpersonal /soft skills
Omotional intelligence

 

· Meaning
-the process of influencing
and supporting others to
work enthusiastically
toward achieving
objectives
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aintains Develops

ocuses on system and ocuses on people

structure
 copy
riginal

elies on control nspires trust

Short range view ong range perspective

dministers nnovates
  Man is a social animal & his success in life largely
depends on his relationship & interaction with others.

  We must respect the views & sentiments of others.

  When we want to differ their views, we must very politely

give hints to them without hurting their feelings.

#  
# 
Hard skills
 are the academic skills, experience and level of
expertise as generally described in a resume

Soft skills
 are essentially to be categorized as Self
Development Skills, ñnteraction Skills, Leadership
skills, Organization Skills and Êommunication
Skills
 &
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& $
$$

These skills are very important:

· To handle interpersonal relations
· To take appropriate decisions
· To communicate effectively
· To have good impression and impact to gain
professional development
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 Omotional ñntelligence explains why inspite of equal
intellectual capacity, educational background,training or
experience some people excel while others of same caliber
and high educational degree lag behind.
 Omotional ñntelligence is the dimension of intelligence
responsible for our ability to manage ourselves and our
relationship with others.
 $ 
Working with people means
working with Omotions

´Don·t bring your personal problems to

workµ is one variation of the argument that
emotions are inappropriate in the
workplace.

[usiness decisions, should be based on

information, logic and calm cool reason,
not with emotions
 












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