People Management Skills, Knowledge and Competencies That Need to Be Developed - Term Paper Example

Topic: Report on People’s Management Name: Registration No: Institution of Learning: Tutor’s Name: Date of Submission: Executive Summary In management situation, there are a number of competencies that a manager should possess. This is because the manager is presented with situations that require accurate decision making so that particular objectives can be achieved. In order to manage people effectively, the manager is required to possess particular people management skills, knowledge and competencies (Bratton et a. 2010). There are particular theories that are applicable in the process of managing people and organizations.an example of such a theory is the Competing Values Framework that provides a guide on how various strategies should be used in managing people in an organization or in a managerial position (Creasey and Hiatt 2003). A manager is able to conduct self-assessment of particular management skills so that areas where there are weaknesses can be determined and corrective action taken. This paper focuses on establishing the competencies that I currently have as a manager of people as well as establishing areas where I need to improve my management skills. In addition, it presents the action plan that I will implement based on various theories that enhance people management skills so that I can achieve the management skills that I currently do not have. TABLE OF CONTENTS Executive Summary 2 1.Introduction 3 1.1.Methods 3 2.Analysis 4 2.1.Current Competencies as a Manager of people 4 2.2.Competencies for managing people that require further development 5 2.3.People management skills, knowledge and competencies that need to be developed 5 3.Personal Action Plan to increase most important skills, knowledge and competencies 6 Conclusion 7 References 8 Appendix 9 1. Introduction Management of people in any organization is an area that is significantly challenging particularly when the manager is unable to implement particular theories in management (Haslam 2004). However, there are particular forms of communication, leadership skills and competences that can be applied in management of people so that the goals of an organization are achieved and the manager maintains a better relation with employees as well as insuring the employees are empowered to improve their competences in the areas where they are assigned tasks to perform (Kennedy 2014). This paper explains various people management skills that can be developed in a scenario where there is the need to manage people. It implements a number of tools and theories in order to explain how management of people can be achieved in any organization. It explains the need to improve particular skills as well as approached that need to be taken so that these skills are managed. 1.1. Methods There are various forms of tools for personal assessment. An example of such a tool is the Competing Values Framework. In this tool, the main areas of application in personal assessment include: collaboration assessment, competence assessment, control assessment and creativity assessment. Another tool that can be used in personal assessment is leadership assessment. This involves assessing leadership capabilities of a person by establishing the ability of a person in activities such as; facilitating, delegating, coaching and directing. Another assessment tool that is important in personal assessment is communication assessment tool. This is where assessment is done on the basis of various forms of communication such as amiability, expressiveness, analytical ability and ability to drive change. Furthermore, self-assessment tools can be used to assess a person’s leadership capabilities. This is an assessment tool that includes determining the levels of coordination, monitoring abilities, dictatorship and the level of being a producer. 2. Analysis 2.1. Current Competencies as a Manager of people Based on the above analysis tools in terms of communication, I posses the competence of being amiable. This is a situation where the leader is able to communicate in a friendly and pleasant manner to the people being managed. This is contrary to the views of others who have explained that I am less friendly in my communication and thus having a low level of amiability (Linstead, Fulop and Lilley 2009). In addition, I believe that I possess the competence of being expressive, thus capable of expressing my ideas, views and opinions with confidence so that the people to be managed can understand the significance of my views and implement them. This is in compliance with the assessment that have been done by other people who have explained that I possess the competence of being able to express my ideas, views and opinions in a more effective manner. The Competing Values Framework qualities that I possess include; the ability to collaborate with others so that a particular activity or task can be accomplished. On the other hand, the assessment done by others shows that I do not possess the right collaboration capabilities and I tend to do things on my own. From the leadership skills presented in the tools provided, I possess the leadership quality of the ability to manage people effectively. An example of current competency as a manager of people is that I am able to delegate tasks. Delegation is the process where a leader assigns tasks that need to be performed to another person so that the assigned person has the obligation to perform it (Pettinger 2010). This is in compliance with the views of others who have explained that I have the ability to delegate tasks whenever it is necessary or when I have more tasks to perform. In terms of the Competing Values Framework tools of management, I believe that I possess the tool of being participative in my management activities. This is the process where the manager takes part in the tasks where other employees of the organization are involved. In my management position, I usually take part in performing part of the tasks that I have assigned other employees to perform. This has motivated them to perform the tasks in a similar manner that I perform the tasks. From the assessment by others, I have learned that they appreciate the manner in which I participate in the area of supervision in which I am in charge. This is based on the hierarchy component of Competing Values Framework which states that the process of participating in management of people results into coordination of tasks which also leads to communication and control of the tasks being performed (Thompson and McHugh 2009). Consequently, it ensures organization and high efficiency in the tasks being performed so that the tasks are completed in time and there is organization in the tasks being performed. 2.2. Competencies for managing people that require further development There are a number of areas where I observed that I needed to improve. From the analysis by others, it was found that I have the lowest score in expressiveness. This is contrary to my belief that I am able to express myself effectively. Consequently, I will have to improve my skills in this area of leadership. In terms of leadership abilities, I learnt that the area where I had the lowest score was directing where I had the lowest score based on the assessment by others. Consequently, I will need to improve my ability in provision o direction to the people I am managing. In terms of Competing Values Framework of management, the results of others’ assessments showed that I had the lowest score in creativity. This is contrary to my belief that I am creative in my tasks. Consequently, I will need to improve my cognitive leadership skills in creativity. Another area where I observed that I need to improve is control. This is because my assessment by other people showed that I do not have enough capability to control the people I am managing in the organization. 2.3. People management skills, knowledge and competencies that need to be developed From personal experience, I have learnt that I do not have the ability to control my emotions. This is in compliance with Competing Values Framework results which showed that I have low emotional intelligence. Emotional intelligence is the ability of a person to be control his temper when a situation that is not pleasing happens. Consequently, my efforts to improve people management capability will focus on emotional management as an area of improvement. I would like to develop the skill of emotional intelligence so that I can understand the actions of another person and ensure I do not react aggressively to an employee who has disappointed me in a particular task or activity that I am supervising. Another people management skill that I need to develop is coaching. This is the process where the leader provides the person being managed with ideas on how a particular tasks need to be performed (Wood et al. 2013). From my personal assessment, I have observed that I simply assign tasks to other people in the organization and do not examine whether they have performed the task well so that the expected outcome is achieved. In the assessment by others’ it was found that I actually have a low coaching capability. As a result, I will focus on coaching by including it in my improvement schedule so that I can meet the right coaching capability according to the requirements of CVF. Another people management skill in an organization that I currently need to improve is flexibility in the manner in which I exercise authority over the employees under my management. This is because, currently, I tend to focus on a particular task and less willing to change whenever there is the need to change so that a particular problem in the organization is solved. From the assessment by others, I learnt that I have a low flexibility in the manner in which I handle problems that arise at workplace. According to Competing Values Framework, flexibility can be achieved by focusing on the external culture of adhocracy and internal culture of clan. This is where the manager acts with an entrepreneurial mind and ensures he targets his tasks towards improvement of current situation by creating a vision and inspiring other employees to put more effort in accomplishing those objectives (Bratton et al. 2012). 3. Personal Action Plan to increase most important skills, knowledge and competencies The action plan for management of improving my emotional intelligence will begin by improving my non-verbal perceptions and ensuring I do not say something that is annoying or demeaning to the employees that I am managing. In addition, I will empathise with the people I am managing by understanding why a particular action has happened in a wrong way rather than reacting when an employee makes a mistake. For instance, I will try to understand if I was likely to make the same mistake rather than castigating another employee for not being efficient. Utilisation of emotion is another action plan that I will take in order to manage my emotions. I will achieve this by ensuring I plan flexibly. This is where I account for the possibility of lack of efficiency in performance of some tasks by employees I am managing so that I anticipate a mistake that requires an action plan. Furthermore, I will implement Competing Value Framework component of Human Relations by collaborating with the people I am managing so that a particular outcome is achieved while performing a task. I will also improve communication with the people I am managing so that any problem they encounter while performing a task can be discussed and a better solution reached. Another action plan that I will take to improve my emotional intelligence is the application of Competing Values Framework component of open systems. This is where a leader in an organization uses power ethically and effectively by only exercising power in areas where the objectives of the organization need to be met (Creasey and Hiatt 2003). It is also an approach where new ideas are developed and the leader negotiates agreements and commitment with the employees being managed. I will improve my emotional intelligence by ensuring I do not use my power to underrate the people I am managing and also ensure I come up with ideas on how particular tasks that are daunting need to be managed. In the process of improving my people management skill of collaboration, I will ensure I increase cohesion with the people I am managing such as through improved communication and commitment towards the task being performed. The action plan that will enable me accomplish my coaching skill will be based on Competing Values Framework component of collaboration. This component states that a people manager must be a facilitator, a mentor and a team builder (Haslam 2004). These are characteristics which are important in the process of improving people management skill of coaching. For instance, I will ensure I facilitate the tasks that employees are performing by providing them with the ideas and materials required to accomplish particular tasks. In addition, I will ensure I provide them with mentoring services in the manner in which they need to conduct themselves by maintaining a high level of self-discipline as well as commitment to perform their tasks according to the demands of the tasks. Furthermore, I will encourage all employees under my supervision to always explain any difficulties they face while performing a task and develop a solution to meet the demands of the problem. In addition, I will allow for flexibility in the manner in which tasks are performed so that employees are able to apply their personal creativity in performing tasks so that they are not restricted to use a particular approach in performing a task provided they meet the objectives of the task to be performed. I will also implement the collaboration component of Competing Values Framework by encouraging the employees under my management to be always collaborative in the manner in which they perform their tasks as well as seek the assistance of one another in areas of difficulty such as seeking the assistance of another employee as well as raising any complaints they are facing while performing their tasks. Conclusion This article explains that despite the inability to manage people effectively, there are particular strategies that can be implemented in order to achieve this objective. It is found that as a manager, it is important to implement various leadership skills and competences such as ability to communicate effectively and the ability to coordinate tasks that employees are performing. With the consideration of these conditions in management of people, it is possible to create a positive relationship with people and most problems arising in a managerial position can be solved. For instance, it illustrates how communication strategies of amiability, assertiveness and being a driver are important in accomplishing people management tasks. Currently, I have been able to accomplish some managerial functions because, I have implemented so people management skills such as coordination, being assertive in communication and being in possession of the ability to delegate tasks. In addition, it explains the significance of leadership characteristics such as coaching and monitoring in improving people management competences in any organization. The solutions to the current people managerial capabilities are explained in terms of various components of Competing Values Framework that need to be followed. This is illustrated by explaining the manner in which emotional intelligence, coaching and flexibility in my management activities. This paper explains the procedures that need to be taken in order to acquire these competences in management of people. References Bratton, J., Sawchuck, P., Forshaw, C., Callinan, M., and Corbett, M. 2010, Work and Organization Behaviour, 2nd edn, Palgrave MacMillan, UK. Chapter 15: Decision Making and Ethics, pp.407-432. Creasey, T. J., and Hiatt, J. M. 2003. Change management: The people side of change. Madison, Wis: Prosci Learning Center Publications. Haslam, S.A. 2004, Psychology in organisations: the social identity approach, 2nd edn, Sage London. Chapter 6: Group decision making, pp.99-119. Kennedy, D. S. 2014. No B.S. ruthless management of people & profits: No holds barred, kick butt, take-no-prisoners guide to really getting rich. Linstead S., Fulop, L., and Lilley, S. 2009, Management and Organization: A critical text, 2 nd edn, Palgrave MacMillan, London. Chapter 14: Decision making in organisations, pp. 667-708 Nelson, D.L., Quick, J.C., Wright, S., and Adams, C. 2012, OrgB Asia-Pacific Edition, Cengage, Sydney. Chapter 10: Decision making by individuals and groups, pp. 148- 164 Pettinger, R. 2010, Organizational Behaviour: Performance management in practice. Routledge, London. Chapter 20 Thompson, P. & McHugh, D. 2009 Work Organisations: A critical approach, Palgrave Macmillan, London. Chapter 24: From groups to teams, pp. 369-387 Wilson, F.M. 2014, Organizational Behaviour and Work: A critical introduction, Oxford University Press, London. Chapter 3, p.69 Wood, J. Zeffane, R. Fromholtz, M. Wiesner, Morrison, R. and Seet, P. 2013, Organisational Behaviour: Core Concepts and Applications, Wiley, Brisbane Appendix Communication Characteristics in Management of people Amiable 12 Expressive 9 Analytical 10 Driver 11 Competing Values Framework                                   Competing Values Management Instrument results                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                   Read More