Paper Sample on MARS Model: Influencing Factors on Personal Conduct

Introduction

The model is meant to expand personal conduct because of both intrinsic and extrinsic factors, or the impact of both factors. MARS is an acronym for motivation, abilities, role perceptions, and situational elements, which determines a person's behavior and outcome (Biswas, 2014). George's motivation declined when his efforts in the project report remained unappreciated and his bonus period extended. George had the ability to do his duties, which has aptitudes, competency, learned abilities, and individual job-fit. The different ways of matching individuals with jobs include choosing qualified persons like George, boosting worker abilities via training, and restructuring jobs to match an employee's existing capabilities (Wisdom IT, 2020). George was not trained in his new roles that is why he is struggling. Role perceptions are the beliefs concerning the behavior that is necessary to get the desirable outcomes, as well as a reassurance that each person knows their role. George had predicted to have better working relations at the company, but his role perception changed when Janet criticized all his ideas. Lastly, situational factors are the conditions in the environment such as budget, timeframe, and team members, which constrains or facilitates conduct (Manik and Sidharta, 2017). Janet and Daniel affected George's response since they exchanged information hurriedly without allowing him time to think, thus demoralizing him.

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1. Myers-Briggs Type Indicator

The Myers-Briggs Type Indicator (MBTI) refers to a report about oneself that is structured to recognize an individual's selfless kind, potency, and forechoice. The objective of the MBTI is to permit respondents to delve more into and comprehend their selfless (Cherry, 2019). The MBTI questionnaire consists of four distinct scales:

The extraversion (E) - introversion (I) partition

An approach to define the way people interact and react with their surroundings. Extroverts are out-going people who enjoy spending time interacting with people. George is an introvert since he likes thinking deeply about facts, and interacts least with Daniel and Janet when asked to. The decision to contribute less in discussion ruins the relationship between Janet and him, which one of the reasons he wants to quit.

The sensing (S) - intuition (I) dichotomy

Seeks to understand how people obtain information from their surrounding environment (Cherry, 2019). People obtain information in their surroundings through sensing and intuition, but the majority of them tend to dominate one type of information gathering. People like George who choose sensing concentrate on realism, especially the information they might learn from their senses. George emphasizes on facts or details and like getting practical experience, which Janet does not like since she believes in synthesizing information quickly.

Thinking (T) - feeling (F) scale

Concentrates on the way persons make decisions depending on the information obtained through intuition or sensing. Those who prefer thinking place more emphasis on facts and details, and are dependable, reasonable, and impersonal when making decisions. The one's that forechoose feeling, like George, tend to consider people and emotions when concluding. George has emotions on how Janet handles him and corrects his ideas, and this makes him delete his ideas from the report and swear never to contribute unless asked to.

Judging (J) - perceiving (P) scale

Implies the way people deal with different situations in their surroundings. People like George that forechoose judging consider structures and stringent conclusions. This personality trait makes George quickly conclude that this is not the job that fascinated him at first ruining his connection with his team.

2. Perception

2.1 Attribution Theory

The theory seeks to understand the way ordinary persons elucidate the sources or reasons for their conduct or events. The attribution theory has two parts that include dispositional and situational attributions (Culatta, 2020). Dispositional attribution allots what causes the behavior to intrinsic features of an individual. When elucidating one's conduct, people tend to focus on the persistent intrinsic attributions like selfless traits. George's problem with his team emanates when he is unable to contribute his ideas during a discussion. In this case, George's introvert behavior is the cause of the problem. Conversely, situational attribution involves allotting the source of behavior to a situation or event that is beyond a person's control (McLeod, 2012). George's issues with Janet intensify when she criticizes all his ideas in the report that he emailed both Janet and Daniel. Their relationship worsens when his bonus period is extended for a further three months. The impact of these situations is George's decision to resign, and Janet's decision to extend George's period before permanent confirmation and deems him not yet fit for the job.

2.2 Janet's Strategy to Manage George

Janet can manage George's behavior through guidance and counseling. Janet criticizes George's idea and rudely reprimands him during the discussion. All these situations reduce his morale for the job. To worsen it further, Janet proposes that the three months period after which George could start enjoying a 10% annual bonus be extended by another three months. George takes Janet's proposals negatively and assumes he cannot work with her. Janet should counsel and guide George such that he understands the preferred ideas and how to express them. She should also reassure him that he is fit for the job, but only needs little direction to step up. This will change how George views the occurrences at his new position.

2.3 Self-fulfilling Theory

The theory is a process whereby initially false anticipation is later confirmed. In this prophecy, a person's anticipation concerning the other person or entity ultimately results in them behaving in ways that confirm the anticipation (Jussim, 2020). Based on the self-fulfilling theory, incorrect social stereotypes might lead to its own fulfillment. Stereotypes are widespread and incorrect and lead to wrong anticipations that turn out to be self-fulfilling. There is some evidence that not all prophecies are ultimately confirmed like in George's case. Janet had earlier asserted that George was exactly what they needed for the job. However, it turns out that George does not perform as she expected. Again, George initially states that the kind of environment in his new company is what he liked, but later denounces this statement when he is considering resignation.

2.4 Janet's Strategy in Managing George Based on Self-fulfilling Theory

Initially, Janet articulates that George is the kind of employee they needed for the job but later negates this statement. The open strategy that Janet should take is to train George on the new job afresh. She should assume that George is a good candidate for the job, but needs on-board training to start his duties. Training George would enable him to know which ideas are fundamental and how to express the ideas in a report.

2.5 Johari Window Model of Self-awareness

The model is simple and is a relevant tool to demonstrate and better self-awareness as well as mutual comprehension among people in a group. Johari window model is important in comprehending the relationship between an employee and the worker(s) (Businessballs.com, 2020). The model has four quadrants, otherwise called regions. The open self or area consists of information known to oneself and others. George's open area is small since Janet and Daniel do not understand him better, thus complicating their collaboration in the team (Mulder, 2018). The blind self includes what others know about a person, but is unknown to the person. This area is still small in George's case since Daniel and Janet barely know him. The hidden area or self includes information that is known to oneself, but unknown to others. This area is relatively large as George knows much about himself, which he has not disclosed yet. The unknown area consists of information that is unknown to both self and others. The area seems considerably significant in George's case since he seems not to know somethings about himself, and neither do Janet and Daniel know them.

2.6 Strategy to Assist George Better His Self-awareness

To help George become self-aware since there are things about himself that he does not know, he should be trained to journal his feelings and emotions and always slow down when overwhelmed by strong emotions to deduce their cause. To increase both open, blinded, and hidden areas, Janet should probe George to give as much information about himself as possible and offering feedback in return. George can help reduce the hidden area by disclosing as much information about himself as possible.

3. Attitudes, Emotions, and Stress

3.1 Emotional Intelligence Coaching

Emotional intelligence refers to the capability to recognize and control emotions of both self and others. Emotional intelligence has four components that include self-awareness, self-management, social awareness, and relationship management (Townsend, 2020). To help George improve his emotional intelligence, Janet can train him to be self-aware of keeping a journal of himself. Additionally, Janet can help George by empathizing with him to understand what he feels.

3.2 Justification of Janet's Step

The steps Janet takes, which include improving self-awareness and empathizing with George are the best. The problem that is almost leading to George's resignation is the inability of the two to be self-aware and also know the other and the inability of Janet to empathize with George. George works extra hard to impress Janet, but his hard work is not recognized. Seemingly, he does not know his strengths and weaknesses and that is why despite his extra work, he is not appreciated. Janet, on the other hand, does not empathize with George and that leads to her telling him that he will need three more months so that he can enjoy the 10% annual bonus. By becoming self-aware, George will identify the internal and external factors that affect his performance and know-how to leverage them. Janet's empathy will enable her to guide George step by step to gain stability and control in his new employment.

3.3 Discussion of How Janet Applies Emotional intelligence to coach George

While coaching George, Janet would have to be emotionally aware of herself first, and then explore her emotional intelligence in coaching George. She will have to study her own self by journaling to understand her current self. After knowing her current self, Janet would then use the information to control her thoughts and actions. She will increase her social competence and enhance her relationship with George. Janet should also study George to recognize how her emotions affect him and how to manage that.

3.4 Elements of Emotional Intelligence

Janet needs to understand the four elements of emotional intelligence to manage the situation with George. She should first be aware of herself before proceeding to coach George. Her being self aware will ensure that she knows how she is feeling, and the way her emotions and actions affect George. To improve her self awareness, she can decide to journal her feelings and emotions each time and slow down whenever she has strong emotions to examine why they are happening. Regarding self-management, she should control herself by avoiding to abuse George, making emotional conclusions, stereotyping George, or compromising her values. To improve her self awareness, she should understand her values, practice being calm, as well as hold herself responsible.