Mintzbergs Description of Managerial Strategic - Case Study Example

Examination of Personal Management Name Student ID Course Instructor Date Examination of Personal Management Introduction Managerial competencies refer to a blend of knowledge, expertise, capability, and behavior that play a vital role in a leader’s performance in an organization. Knowledge refers to information that an individual attains through proficiency, research, and exploration. Expertise refers to the effect of constant application of knowledge. Capability refers to an inborn potentiality to carry out psychological and substantial roles (Nonaka 2005). Behavior refers to the visible response of an individual to particular circumstances. Competencies vary depending on individual position and the objectives of the organization. Henry Mintzberg argues that the traditional strategic planning models did not succeed because they did not take note of the difference between strategic planning and strategic thinking (Mintzberg 1989). This paper seeks to examine personal management competencies in reference to Mintzberg Management Competency Model. My Current Competencies as a Manager In reference to Mintzberg’s description of managerial strategic, I am a strategic planner. I have been able to launch and succeed in various strategic visions at work place and in my day to day scenarios. I have been able to develop achievable goals and quantitative objectives. I have the capability to set standards of responsibility to different individuals, curriculums, and resource. According to Mintzberg, the ability to plan a strategy does not result to a strategist, a manager ought to have the ability to succeed and direct the strategy of choice so as to earn supporters. A competent manager ought to identify the latent unplanned strategies in the making; asses and provide unique ideas (Mintzberg 1989). I am an effective communicator. Communication problems between leaders and the followers result to a lot of problems. As a manager, I believe negative feedback is not a bad thing. Most individuals do not like to hear about their faults, but then it is the role of the leader to inform the followers what they are doing inappropriately so that they may make the necessary corrections. I am not mean, as I give positive feedback as well. Positive feedback includes appreciating the employees when they achieve set objectives within the allocated time. Also, I am a good listener. Some people do not come up with meaningful ideas; however, I believe the employees ought to listen to me; I should also listen to them. Being a good listener requires a lot of patience. Some managers pretend to listen but in the reality they mind is occupied with other things; hence, they miss out the message communicated by the employee. For instance, if employees suggest that they don’t understand how a certain process, it may be fit if they generate an idea of a more effective process. Current Weaknesses as a Manager My greatest weakness as a manager is that; in most cases I seem to be too busy and tend to neglect others. In most cases, I handle multiple projects and at times spend long periods handling a one project which makes me look busy all the time. This particular weakness is described as the inability to focus the appropriate amount of time required for a particular task (Candy 1991). I have been able to counter this weakness by meeting people in a room where there is no disturbance. Also, I have been able to develop a time schedule to meet each worker separately and still perform y tasks effectively which is an action competency according to Mintzberg (1989). My second weakness is the inability to manage resources appropriately. At times I tend to allocate too many resources on a particular project and ignoring others. A manager ought to manage both external and internal resources effectively to ensure smooth running of all operations and maintain the targeted profit. Poor resource management may lead to great loses in a company (Bowersox et al 1996). I have learnt to be clear and responsible; some projects do not require as much resource input as others, but they ought not to be ignored. Management Skills, Knowledge and Competencies I Need To Develop In my management role, I need to develop proper decision making ability. Proper decision making ought to be guided by information distributed to all levels of the organization. Mintzberg argues that the top-down model where strategies are planned at senior management level and communicated downward for implementation. He argues that the middle management ought to be involved during decision making processes in an organization. Nonaka (2005) gives a similar argument the benefits of middle-up-down management in strategy development. Perfect strategies originate from ideas that go round employees and schemes that involve various types of individuals in the organization (Nonaka 2005). As an effective manager, I need to develop external self-management which includes time, stress, and resource management. Self-management is a vital key in the role of a manager (Mintzberg 1989). Effective self-management assists in stress avoidance and encourages one to be committed in work related activities. Self-regulation is a vital skill in self-management. Self-management strategies include the monitoring, evaluation, and reinforcement of key issues in the organization (Candy 1991). Time management strategy includes making commitments and priorities. Also, it includes being specific and setting of goals. Ways of Developing the Most Important Of the Skills, Knowledge and Competencies  Some managers inspire, some encourage, while others do not get involved with their employees (Mintzberg 1989). An effective manager ought to take the responsibility to make sure that every person within his department succeeds. Effective managers ought to have both aptitude and skill. Effective managerial skills may be developed through training, advice, and experience. If a manager lacks the natural talent, the odds of succeeding diminish gradually. Many successful companies are very keen while selecting individuals to handle managerial posts. In the development of effective managerial capability, a manager ought to expand their leadership skills (Mintzberg 1989). Leadership is a significant attribute that many managers lack. Most companies make the mistake of promoting the most productive employees; however, the best salespersons, for instance, doesn’t always make a good manager (Mintzberg 1989). Successful leaders are capable of instilling faith, providing track, and pass on responsibility between the employees. Adaptability makes a great contribution in the development of an effective manager (Bowersox et al 1996). The ability of a manager to regulate swiftly to unexpected situations motivates the team to adjust too to changes; hence, developing an effective manager. In order to be an effective manger, an individual ought to learn how to build personal relations with the employees. Employees become goal oriented if they have faith in their manager. Faith and trust are built through establishment of relations with the employees (Lawler 1986).The manager will be able to know when employees require support and development, and how to make sure such developments are successfully implemented. Conclusion Effective management ability comprises of various key components that include, expertise, capability, and behavior. Personally, I am a strategic planner and an effective communicator; however, I need to enhance my decision making ability and external self-management skills. Effective managerial skills may be developed through training, advice, and experience. Leadership is a significant attribute to many managers. Successful leaders are capable of instilling faith, providing track, and passing on responsibility between the employees. Effective managers motivate the employees towards the common goal. However, this motivation is only achieved if the employees have they faith in their manager. I believe organizations ought to recognize the attributes of an effective manager before making promotions at the work place. The most productive employees do not always make effective managers (Lawler 1986). Employees that portray natural management attributes make the most effective managers. Bibliography Bowersox, D. J., Closs, D. J., & Helferich, O. K. (1996). Logistical management (Vol. 6). New York: McGraw-Hill. Candy, P. C. (1991). Self-Direction for Lifelong Learning. A Comprehensive Guide to Theory and Practice. Jossey-Bass, 350 Sansome Street, San Francisco, CA 94104-1310. Lawler III, E. E. (1986). High-Involvement Management. Participative Strategies for Improving Organizational Performance. Jossey-Bass Inc., Publishers, 350 Sansome Street, San Francisco, CA 94104. Mintzberg, H. (1989). Mintzberg on management: Inside our strange world of organizations. Simon and Schuster. Nonaka, I. (2005). Managing organizational knowledge: Theoretical and methodological foundations. Great minds in management: The process of theory development, 373-393. Read More