Values and Aims in the Development of Management Skills - Personal Statement Example

Developing your own Management Skills ID Lecturer Personal Mission, Values and Aims in the Development of Management Skills My personal mission within the management domains has been to remain apt with what I have acquired with experience and through my educational prowess through the years. It has instilled in me a sense of confidence that is hard to find in some other capacity. I have learned that devising a personal mission with a specific value set is important as it paves the way for my eventual success in the long run. My aim is to seek the kind of success that my seniors have had over a period of time and thus I have planned my success pattern on the ways and means through which they have excelled. I want to break new grounds within my particular field of development and for that I am ready to give up some of the luxuries that are there in my life. I have envisioned accomplishment within the management domains through sheer hard work and persistence, however I also know that this is no mean task and it would require long term planning and a strategic basis for my work realms. I have learned that an analytical problem solving ability is important to have and more so with the changing world dynamics of management (Parrish 1997). This is even more significant as it provides me a cushion to expand my innate abilities as well as demand success from my hard work and commitment. The problem solving ability that is intrinsic with my personality has provided me a chance to understand my true strengths as well as gain an edge over my colleagues who also aspire to reach the top levels through sheer devotion. I have adhered to the strong values that have been taught to me by my mentors and this has helped me immensely in understanding how I have fared within my work domains. I have comprehended the true notions that are attached with management and these have brought together the skills and abilities which would otherwise seem improbably to achieve on my part. My Strengths and Weaknesses as a Manager As a manager, I have learned that the best way to look after the people with whom I work is to give them the respect that they richly deserve. I need to encourage them time and again so that they could give in their best on a proactively consistent basis. This allows me a chance to earn their respect as well. I believe that as a manager, it is very important for me to understand what others think about their work processes and tasks that they have been assigned or have undertaken with their own consent. Also the fact that I have touched upon the salient aspects of management and leadership gives me an advantage over other managers that I know within this very field. My strengths comprise of my comprehension of the different employees that work under me or alongside me. I have deciphered what they think about work domains and how they would like to see changes incorporated within the workplace realms. I also know that what they would like to do had they been in my place or even above me at a senior level position. I always give them a chance to showcase who they truly are by assigning those tasks which could extract their best possible working basis (Frame 1999). My strengths are therefore my best possible resource and I enjoy being in the position of a manager. My weaknesses within the management realms remain in the fact that I trust people easily. I need to back up my trusting patterns upon people more and more. I need to understand that not everyone is as good a human being as I think of them. However I know this is a good part of my personality that I regard people in a good way but somehow or the other, it turns against me which really surprises me endlessly. Analysis through Managerial Effectiveness for Executive Development For improving my managerial effectiveness, I need to work upon the areas of motivating others and managing conflict at the workplace. What this means is that my effectiveness at the managerial level depends a great deal on the way I handle these areas in essence. I have learned that executive development is indeed the key for my long term survival in the field of management and it can only come about in an apparent way if I work towards achieving success within the related domains. As a matter of fact, managerial effectiveness is important in this day and age because it facilitates me immensely in my quest to achieve the top most position within my work regimes. The circumstances that I go through at work are important because these entail a host of differences which come about with the consent of the people who work hand in hand. My personal style is such that I am very accommodating as far as working basis is concerned but I get upset when the work does not come about as per the already agreed upon deadlines. Since I understand that there are different personalities working within the workplace manifestations, I need to give my subordinates the time and space so that they could work towards achieving their best in different work settings and undertakings. My aspiration for executive development as concerns to managerial effectiveness bank deeply upon what I have thought of the work domains and how I need to get them completed through the team that works under my aegis. My management aspirations therefore are very coherent with the rules and procedures that are set down by the organization that we all work for in essence (Statt 2000). What is most important here is that I decipher where the weak links are and how these could be plugged in the most apt way so that success could be achieved without much hindrance and disturbance. I am hopeful that I will break new grounds if my workers and subordinates assist me as well as their own selves whilst achieving success along the way. My Opportunities and Resources for Developing Managerial Effectiveness I have a number of opportunities and resources at my disposal as far as development of managerial effectiveness at my end is concerned. The opportunities that I have comprise of the fact that I can make the best use of my subordinates and my team to achieve the tasks and processes that I would have difficulty doing if I am alone. My team is ready to work hand in hand and thus this gives me an edge over other managers who are following the same organizational procedures and are following the rules in a similar fashion. I am happy that I can make use of these opportunities and resources to supplement my individual work undertakings and this has helped me immensely whilst looking forward to chalking out a plan for the future. The resources that have assisted me during this journey of management have included my complete adherence on the strengths that the subordinates bring to the table as well as the machines that my team has which include the computers, the high-tech printers, different technological systems, fast moving processes and so on (Engel 1997). Managerial effectiveness therefore could be achieved in full circle if I make the best use of my opportunities and resources and find out where the grey areas would come up from so that I could plug them with the help of my core team members and the support group. Motivation therefore remains one of the most significant area where I need to work upon more and more as I have understood with the passage of time that my team members appreciate if they are given credit for their work regimes. This is indeed a very positive thing that has been inculcated within my subordinates and I consider this as a true opportunity which I could harness on any given day. My Targets for Executive Development The targets that I have set for my own self within the executive development regimes include the areas where I can have the best possible returns. These returns are indeed banking on the premise of bringing organizational benefits and I am hopeful I can do my best to have these incorporated for not only my own success but also for the sake of the organization in the long run. My executive development is therefore possible when I am completely at ease with the processes, actions and undertakings which I involve myself within, with the assistance of my subordinates who are essentially my team members. I treat them as my core team and look forward to receiving their assistance time and time again. What is even more significant is the fact that my targets are based on a practical approach towards gaining the best possible returns for the organization, no matter how difficult the same are to achieve. We work in the form of a single team and hence the results embody a singular result as well (Nathan 2001). The manner in which progress would be assessed in the priority areas is dependent on the way our approach is going to be. Since I know my team very well, I realize that my team needs motivation to keep itself in line with the needs and requirements that the organization has placed within it. I also envision meeting the end goals and objectives through sheer hard work and persistence – a fact that is truly our organization’s hallmark for a long period of time now. The sources of relevant evidence for understanding these progress regimes are indeed the strengthening areas that we have set for our own selves. These rely on the priority areas that are deemed as significant right from the outset. I know I have made the right moves within my core team to set the ball rolling and these undertakings should continue in the coming times as well. Plan of Action for Executive Development Form 3: Executive Development Contract What are you going to achieve? What specific desired outcomes will arise from your Executive Development activities? What Executive Development activities will you undertake in order to achieve each of your outcomes? What resources will you require? For each desired outcome, specify a target date for achievement How will you personally know that you have achieved each of your desired outcomes? How are you going to demonstrate or prove that you have achieved each outcome? I am going to achieve executive development through understanding the dictum that employees need to work alongside each other through motivational regimes and hence avoidance of conflict at their respective ends mean that they remain positive and work hand in hand with each other for the overall betterment of the organization in the long run. The desired outcomes for executive development activities are meeting the goals that have been envisaged, reaching new goals and touching the basis of objectives that have been set in the beginning of one such executive development process. The executive development activities that I will undertake would comprise of the motivational undertakings and complete avoidance of conflict at the employees’ end so that success would be considered a ‘must’ within the relevant domains. I will also require a number of different resources, most important of which would be the manpower that is available under my aegis, and the machinery that I have to make the best use of, on the part of the employees that work under me in the form of a team. The target date for achievement would be agreed upon by the entire team, which could last from any period between 3 months to 6 months in the future. However these will change based upon the objectives and the longevity of the executive development process in essence. I will personally know that I have achieved each of these outcomes when my team works alongside each other and achieves the desired goals in a free-flowing way. There would be motivation all the way through and absolutely no conflict at either end of the stratum which would give me a clear idea that the desired outcomes have indeed been accomplished. I am going to demonstrate that I have achieved each one of the outcomes by making it clear that my subordinates have remained head on with the tasks that were assigned to them and the end results would embody the eventual working basis of the team more than anything else. I look forward to achieving these outcomes through sheer persistence and unity of effort from all of us. What are the anticipated obstacles, or difficulties? How will you overcome obstacles & difficulties? What arrangements have you made to review your progress? References Engel, M. (1997). The New Non-Manager Managers. Management Quarterly, Vol. 38 Frame, J. (1999). Project Management Competence: Building Key Skills for Individuals, Teams, and Organizations. Jossey-Bass Nathan, M. (2001). Pastoral Leadership: A Guide to Improving Your Management Skills. RoutledgeFalmer Parrish, C. (1997). The Changing Role of the Manager: Developing Skills for the Future. Public Management, Vol. 79, September Statt, D. (2000). Using Psychology in Management Training: The Psychological Foundations of Management Skills. Routledge Word Count: 2,129 Read More