INTRODUCTION
Although it’s argued, a manager in the 21st century needs to possess a wide range of skills and attributes, theorist condense this into three skill levels consisting of conceptual, human, and technical skill sets pertinent to managing a department or organization effectively, as to enable people to perform at their best (Daft, 2014). Self-assessment of these skill sets help determine a prospective manager’s current aptitude in these areas and provide focus as to skills one may need to study, increasing the individual aptitude in said area of skills. Individuals and collective strengths play a vital role in the systematic incorporation to measure business inputs and outputs of personnel, and organizations meeting challenges of work value, culture impact, and personal. Self-assessments curve the design and development of strategies and
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Strengths and weakness of an individual’s personal style is a goal of these self-assessments to provide direction of growth. Self-assessments can promote desired cognitive development from this self-reflection. Adversely, emotional or social stresses in learning or work environments that may be observed by the individual as hostile, could cause the inner resources of the individual to shut down from the stress. Learning no longer will occur and the individual will become ineffective.
One study showed just that. “The present study sought to better understand relationships among neuroticism, negative career thinking, and coping and how these variables affect the career decision state … This study did make a significant contribution to better understanding how to assist clients with neurotic tendencies in the career development process … [A]ddressing a client’s negative career thoughts appears to be a viable pathway for attenuating client neurotic tendencies” (Bullock-Yowell et al., 2015).
The idea of what makes an individual a good leader; a manager or a worker is generally based on what are his/her perceived strengths. In Clifton and Nelson (2010) book “Soar With Your Strengths”, the reader is encouraged to focus on their strengths rather than their weakness to excel in school, in business, or in the workplace (p.19). In an organizational leadership role, management must understand the strengths and weakness of their subordinates. Successful organizations identify and improve upon their strengths. Simultaneously, effective leadership also acknowledges the existence of weakness while effectively isolating it. More often than not, unsuccessful organizations fail to achieve success because they focus on their faults rather than their strong suits.
The self-assessment test shows people their areas of strengths and weaknesses (Bethel University, 2014). In order to achieve success people must learn to use their strengths and improve their weaknesses. The first step in this process is learning which skills are strengths and which are weaknesses (Bethel University, 2014). After taking the test I was pleased to find I had more strengths than weaknesses. However, the test brought to light issues that I did not realize could be hindering my success. My management skills need the most improvement.
When it comes to management and leadership within any organization, there are fundamental components to consider, of which, managers of all backgrounds embody. One way to briefly assess these foundations is through Personal Assessment of Management Skills (PAMS), allowing examination of skill competencies from a number of strengths and weaknesses that can be brought to attention. This analysis will briefly discuss the strengths and weaknesses of the PAMS examination results and analyze the skill competencies and how they impact the role as an ethical leader. For the purpose of this examination, strengths will be assumed to be topics where the quality is in abundance. This comes with the assumption that while their importance may
According to Williams, 2014, “when companies look for employees who would be good managers, they look for individuals who have technical skills, human skills, conceptual skills and the motivation to manage,” (Williams, p. 14).
Management is the ability to get a job done using appropriate processes, models and systems to achieve an objective. Managers think radically, abide by principles, rules and use experience in their respective fields to make things work. A good manager goes about the ordinary activities such a staffing, organizing, planning (Robert, 2007). The very ability of his/her colleague to discover the uniqueness in each of the subordinates, capitalize on it, harnessing the best out of them to accomplish goals clearly distinguishes such a person as great when compared to others. Great managers develop people and enthusiastically transfer acquired skills to others, work progress is constant and usually by leaps and bounds. In addition, a great manager outlines and strategizes his/her team for project plans such that there is a “buy in” on delivered commitments. In contrast, the former just transfers the required skills to subordinates; work progress is notable, vice versa of the latter. Rupert Murdoch of the News Corporation is ...
Self-analysis is a way the author reflects on her own personality traits and improve on the known weaknesses moving forward. It is very important because it enables her to succeed in college. Reflecting on the already-known strengths and weaknesses, she can identify five learned behaviors that will not empower her to succeed in the nursing program. Furthermore, she can also identify five learned behaviors that will enable her success in the nursing program.
This enhances the fact that the leaders need to upgrade themselves as per the requirements of the organizations. As the business environment in the present time is much volatile in context, the leaders may have to face difficult situations at many times. This will lead to the betterment of their skill improvements. The self-awareness is one of the most important but least focused competencies for leadership (Thorn, 2012). Self-awareness is the process by which the leaders learn in what conditions they are good at managing and which things they have to still learn. It is always better for the future leaders and managers to go through certain self-assessment programs because if they don’t, the other people in the workplace will surely be able to see those weaknesses. There are some interpersonal activities that the future leaders must undertake to improve their activities. If the leaders do not indulge in such matters, their leadership skills may degrade and it might lead the organization to an utter failure (Ebrahimi Mehrabani & Azmi Mohamad, 2015). On the contrary, if the organizational leaders undertake the responsibilities to identify their faults and strengthen them, the result will automatically be on the positive side. The organization will get many added benefits for
The skills approach to leadership focuses on what a leader can accomplish. Katz (as cited in Northouse, 2013) identified two skills for lower level managers. The skills are is technical and interpersonal proficiency demonstrating the ability to work with things and people. Katz included a third skill, conceptual, but stated its relevance to high level managers. Petkevičiūtė and Giedraitis (2013) concur with Katz that first level managers 1) run day to day operations which need less conceptual skills and 2) technical and human skills are critical for business success. Thus, conceptual skills are not part of the discussion on skills. The skills most applicable to the managers’ position will be discussed.
Many times we can get so busy and wrapped up in our jobs that we may lose sight of how we are actually performing as a leader. Self-Assessment exercises offered in the reading material offer a valid look into strengths as well as opportunities for improvement. The first assessment that began to make me think about my leadership role deals directly with social motives in the work setting.
The two manager self-tests I took were both about two very different topics. The first test I took talked about one’s time management skills. The second test I took talked about one’s personal mission and goals for their future.
My first test score is for the “A twenty first century manager” assessment. I scored an 8 and this assessment give you your profile of management foundations. The reason why I sc...
Through the self-assessment instruments utilized in this program, I have gained wealth of knowledge about my strengths, and weaknesses and how they affect my personal and professional life. By using different exercises, I recognized new strengths and weaknesses. At the same time, I identified ways to develop my strengths and overcome my weaknesses. The Kolb Learning Style Inventory (LSI) identified some of my strengths as the ability to get things done, initiating, and taking risks (Kolb, 2007). In the Strongest Self Feedback Exercise, some of the feedback listed my strengths as having excellent interpersonal and communication skills, being self-confident, a fast learner, determined, hardworking, and an awesome listener (Drucker, 2005).
According to the study of this course, I have learned many useful management skills and I feel like these skills will be applied to my future career development. When working on the self- assessment tests, I found myself fall into the category of the ISTJ personality types, which as illustrated by Myers Briggs, is the type of personality that is conscientious, considerate, and helpful. Personality traits such as honest, dutiful, practical and responsible are my strengths; personality traits such as stubborn, insensitive and poor communication skill are my weaknesses. Related to the knowledge I have learned in the course I believe both strengths and weakness will have influence to my future career development. In this reflection paper, I will demonstrate the strengths and weaknesses that may place the most influence on my way of success.
One’s self-knowledge and personal outlook in life are said to be crucial to personal life and professional growth. According to Branden (1969), one’s ability to cope with the problems and challenges in life, to discover new and better ways of striving with life’s problems, and to expand the range of one’s abilities depends on these two factors. It is therefore important to have a healthy self-concept and a positive mental attitude.
For managers, the key issue regarding ability is to ensure that employees have the abilities they need to perform their jobs effectively. There are three ways to manage ability in organizations to ensure this happens; selection, placement, and training. (George & Jones, 2005)