Journal Entries (1) - Personal Statement Example

Journal Entries Task: Outlines I. Individual differences and organizational behavior II. Personality characteristics in organizations III. Interpersonal processes and behavior IV. Communication Journal Entries Individual processes and organizational behavior (Nelson & Quick, 2010). While working as a teacher’s assistant to special needs young adults, my challenge is to work with people who have a multitude of individual characteristics. The more I understand those characters, the more my work becomes easier.

Emotional steadiness and assertiveness are the qualities, which can pilot top performance. I learn about the behaviors of persons with special needs to know them better and how best to assist them in getting ready for their lives. Throughout my occupation experience, I have observed many characteristics and their influences to the individuals. Some of the important characteristics that I need to observe while assisting the young adults with special needs are the locus of control and self-esteem.

“Locus of control” is a common tendency about inner self against outside circumstances meaning that it has a strong control on an individual’s life. Those persons with inner “locus of control” perform highly and can be good managers of their lives. In my profession, it is vital to assess my control. Self-esteem is a person’s wide-ranging sense of self-worth. People with higher self-esteem have optimistic feelings concerning themselves and they recognize themselves to have strengths and limitations, and believe their strengths are more vital than their limitations.

Persons with lower self-esteem perceive themselves unenthusiastically and are affected by other people’s perceptions about them. People’s self-esteem influences their feelings, and has vital insinuations for behavior in their work. Persons in organizations with higher self-esteem perform greatly and are always contented with their work and lives. Various circumstances influence self-esteem. A person’s achievements tend to escalate self-esteem while failure lowers it. Given that high self-esteem is a helpful characteristic, I always motivate my students to escalate their self-esteem by giving them appropriate challenges and chances for success.

Interpersonal processes and behavior (Nelson & Quick, 2010). Interpersonal communication is vital in sustaining human relationships in an institution. Interpersonal communication, especially between a teacher and learners, is a critical base for effectual performance in an institution. In organizations, language and power are entwined in the contact that occurs between supervisors and workers. This is mainly important when leaders are articulating idea and successes from the employees. Studies illustrate that, leaders in a variety of jobs and institutions are most helpful in work units that engage in habitual communication within units, while those leaders with the highest promotions rates engaged in networking activities with superiors.

Oral communication and cooperative behaviors are important contextual performance tendencies that have positive effects on the psychosocial quality of the work environment. Some communication factors are used to distinguish a good teacher or manager. These skills include being expressive speakers and empathetic listeners. Communicative supervisors express their opinion in meetings. They are usually confident presenting their views. Supervisors who are not communicative may make the workforce wonder what their supervisors’ opinions are about issues.

Expressive supervisors let the workers acknowledge their position and what they think or believe. Empathetic listeners use the thoughtful listening skills like being patient and reactive to problems. As an assistant of the special needs adults, I respond and engage with the concerns of my students. I can hear the reflections and emotions of the message from people and the contents of such processes. As such, better supervisors are ready to listen to ideas and criticisms. Reference Nelson, D.

& Quick, C. (2010). Organizational Behavior: Science, the Real World, and You. New York: NY. Cengage Learning.