Development of Natjapak Tangkunsiiri - Essay Example

Self Analysis and Development of Natjapak Tangkunsiiri Task The Importance of self-knowledge in management Know thyself. This ancient saying, “nosce te ipsum,” was seen inscribed in the forecourt of the Temple of Apollo at Delphi. Although more than thousands of years old, these words are as relevant today as the day they were chiselled into stone. The Greeks conceived of this as it applies to all men; man being a rational being and master of his world, he could not be able to gain control over his dominion until he has first mastered himself. I have so far envisioned myself to someday assume the job of a manager. When I was young I studied in a girls’ school in Kho-Rath, then moved to Bangkok to complete my bachelor’s degree in communication arts and advertising. Upon graduation, my first job was that of presenter of Oriental Princess, a prominent cosmetics company in Thailand, during which time I gained the exposure I needed in public relations. Thereafter, I transferred to Boonrod Company where I worked as marketing officer, and it was here that I realized my calling was in the field of marketing. I felt that I liked the challenges of being confronted with problems and finding creative solutions for them. I enjoyed meeting new people and gaining new experiences. There is much about myself that I feel I am still not aware of. According to the Milesians, first school of Greek philosophy before even Plato and Socrates, the most difficult of undertakings is to seek self-knowledge (Burnet, 1920). Easily also, it can be the most painful. This is because first step to self-knowledge is always to confront the reality of oneself, not only the virtuous and laudable, but also the mediocre and humiliating. When one is blind to her shortcomings, she is normally unable to address them and, therefore, unable to improve herself. Being manager is assuming a position of great responsibility. A manager is both agent to the organization and leader to the workers, thus she is committed to both. In order to successfully perform these roles, one must be aware of strengths, that he may use them, and weaknesses, that he may compensate for or eliminate them. What is it exactly to be a manager, and how does self knowledge help one be a better manager? Bateman and Snell (2007, pp. 16-18) identify the four basic functions of management: Plan. To plan is to think through the programs and processes that must be undertaken to achieve the organizational goals. The plan is a blueprint of the organisation’s activities, and will be the basis for exerting control over the various activities. Aside from determining what to do, planning entails the forecasting of the four M’s - materials, manpower, machinery, and money – required to operationalise the plans. As early as this step, the manager must be aware of his abilities and limitations as well as his organisation’s and subordinates’, because planning requires foresight. The manager must have a more-or-less accurate appraisal of these matters so that he may reasonably predict the outcomes of his intended plans. The best laid-out plans are worthless if they are not executable. Organise. To organise is to structure functional relationships and appoint to the positions created individuals who are capable of performing such functions, in order to systematically arrive at the desired results. A manager must be aware of the requisites of the whole undertaking, and of each vital step, so that the entirety may be resolved into smaller, rationally delimited jobs that are achievable by the person or unit and that are well connected to other job segments. The manager must know and be aware of their workers’ capabilities, so that they may be appointed to the jobs where their competencies can be maximised. The manager would not be able to execute these tasks if he was not aware of his abilities, or inabilities, in performing these functions. Lead. To lead is employ one’s persuasive power over others, so that he may inspire others to work towards achieving company goals. According to Cartwright, the knowledge of one’s strengths and weaknesses so that he or she may not attempt to take on responsibilities, tasks or positions that are not complemented by one’s current skill set. In the long run, however, one develops in himself those skills which he finds himself lacking in, thus becoming a better manager in due time. Lack of awareness of these shortcomings becomes a hindrance to his betterment, and a limitation in his ability to influence and motivate others. Control. To control is to ensure that plans are being properly implemented, and deviations timely detected so that adjustments may be promptly made. “Controlling is the final link in the functional chain of management activities and brings the functions of the management cycle full circle” (Allen, 1998). Control is exerted over an organization through reports, inspection tours, and budget monitoring, but the most effective control devise is still the holding of department meetings. Communication is the essential element of effective control and coordination in an organization, and unless a manager knows himself better his ability to understand, appreciate and assess what other people tell him, and to convey to them what he thinks in return, then his ability to impose effective control will always be severely limited. (870) Task 2: Results of self-analysis tools In reflecting upon the results of the various self analysis tools presented here, I would like to relate it to my learning experience during my participation in group activities at the University’s residential weekend. Prior to the group activities, I had felt that I was insecure, I lacked confidence, and I was uncertain as to how to deal with other people. After the experience, I had come to understand that working with people actually involves a give-and-take, a lot of coordination, and group spirit. 2.1 Belbin: According to the Belbin analysis for my preferred working styles, I have a strong preference for working in a teams and helping others with ideas (“I believe I would make a useful member of a creative team”). I enjoy pushing for change (“ I see myself as change agent”), as well as exploiting opportunities (“Give me scope and I’ll get results”) and in negotiating (“I am equally happy to give or take orders”). Among my strengths are that I show a preference to assume some level of responsibility and authority, as I have a higher capacity for self-motivation. My possible weakness, however, lies in the fact that I dislike dealing with routinary duties because I find them boring. Prior to learning how to get along during the group activity, I was assessed as averse to risk, preferring to be in a position where there is a lot to gain if things go well and not too much to lose if they fail. It was also determined that I appreciate carrying personal responsibility for a definite outcome but not beyond the stated goal. I was described as possibly difficult to supervise, preferring instead to be held accountable for the results and not how they were obtained. According to team-role contribution, I have displayed the attributes that best describes a Resource investigator. As such, I am extroverted, enthusiastic, communicative, eager to explore opportunities and enter into contracts, finding it preferable to delineate what is expected of each person and what he may expect in return. Because of the interaction between myself and my group mates, I have come to understand that one cannot always determine the direction of the group, but that each member has an input that must be considered. I found that I have a talent for getting along with people and that I love the challenge, although I do not always wish to assume a frontline position because losses may be incurred. 2.2 IPIP-NEO Narrative Report According to the IPIP-Neo Narrative report, the following is how I had fared in my evaluation as to the various criteria and facets: As to Extraversion my score is average, indicating I am neither a subdued loner nor a boisterous livewire, at least not more than the average . I enjoy time with other but also time alone. My scores are high in friendliness, gregariousness and, excitement seeking, indicating that I have an affinity with people and enjoy new stimuli compared to boring routine. On the contrary, I have low scores in assertiveness and activity level, indicating that I do not seek for myself to be recognized as leader, but would prefer for others to take the lead. As to Agreeableness I had scored low, indicating that I somewhat have less concern with others’ needs than with your own. To others I appeared tough, critical, and uncompromising. I recall that during the group activity, my team members tended to drift from me, although later they found that I was not a disagreeable person, I just did not tend to show it too often. Under this factor, I had only one high facet, trust, because I tended to see everybody as open, fair and honest, willing to convey a certain amount of trust to new acquaintances. I have however, scored low in morality (in that I felt that certain amount of deception in social relationships is necessary), cooperation (I did not relate very well in the beginning), modesty (see yourself as superior), and sympathy (I am slightly more concerned with seeing that truth and justice prevail over mercy, all things being equal). As to Conscientiousness (the way in which we control, regulate and direct our impulses), I have ranked low in the category, which appears to indicate that I am seen to live for the moment, seeking instant gratification by doing what feels good now. Because of this, my work tends to be disorganized and maybe even careless, because of an impulsive tendency. My low facets are in self-efficacy (I feel a lack of control over my life), orderliness, dutifulness (I find rules and regulations unnecessarily confining), achievement-striving (content to get by with a minimal amount of work, and may be seen as lazy by others), self-discipline (I tend to procrastinate and do not follow-through even in activities I like), and cautiousness (I often say or do the first thing that comes to mind without deliberating alternatives and their probable effects). As to the preceding about conscientiousness, I was not aware that I was being perceived in such a negative manner. In truth, I know I am not lazy, lacking in self-discipline or careless, although I admit to giving in to occasionally procrastinating and sometimes I feel I do not have adequate control over my life, maybe to an extent more than other individuals. Concerning Neuroticism, although I ranked average which means I do not tend to experience negative feelings more than everybody else, one of the facets ranked high. This is Anger, or feeling enraged when things go badly for me. I resent being unfairly treated or cheated. But while I feel angry, I never act on my anger indiscriminately. Finally, as to Openness to Experience, I always thought myself willing and eager to gain new experiences. I was surprised to discover I had scored low on this aspect, until I saw that it pertained to intellectual versus practical pursuits. I indeed see myself as a practical and conservative person who is down-to-earth and pragmatic. I have garnered low scores in artistic interests, emotionality, and liberalism, not because I do not appreciate the arts, openly display my emotions or depart significantly from tradition, but when a system works well I prefer to abide by it thus also my low score in adventurousness. My score in intellect is also low, because I prefer to deal with practicalities rather than theories and suppositions. 2.3 Johari Window The results of my Johari Window assessment was likewise interesting. In my arena window were things known to me and to others simultaneously, the most common responses of which were confidence, friendliness and happiness. The second window, the blind spot, lists qualities known to others but not to me, particularly that I am able, adaptable, brave, caring , cheerful, powerful, proud, relaxed and trustworthy. I am amazed that I am perceived in this manner, because I never thought of myself as brave, powerful or proud. These are qualities I appear to portray but was not really aware of. Under façade there were no entries, of which I am pleased because it means I am open to others, that I do not hide anything from them. Finally, among the qualities not known to myself or to others are whether I am, supposedly, accepting, clever, helpful, introverted, tense, self-conscious, and sentimental. That these are considered unknown indicates that I may or may not possess such attributes. (1,237) Task 3: Summary and implications for future career development I find that this study has opened my eyes to many weaknesses that I was not aware of before. Among these weaknesses are a lack of agreeableness, conscientiousness, and openness to new experiences. This is because of my relative youth, because I feel that there is still so much more that I have to learn in order to develop myself and how I respond to life situations. I know now that among all the things I want to develop in myself, I would like to: 1. Be more prompt in my work and to follow it through to the end; 2. Be more considerate towards other people’s feelings and welfare; 3. Gain greater control over the way I live my life; 4. Lessen my aversion to risk and preferring the safety of tradition 5. Minimize my strong dislike for routine activities On the other hand, the study has also shown me my strong qualities, which I have come to recognize as: 1. Extraversion and delight in being with people 2. Reasonable trust in other people 3. Friendliness 4. Willingness to assume responsibility and meet challenges 5. Enthusiasm This knowledge of my weaknesses and strengths have given me directions for self improvement which I had not considered before I undertook this self assessment activity. To address my procrastination and lack of promptness in my work, I have decided to schedule my activities properly and abide by this plan in turning in my required work. I have also decided to develop a greater sensitivity to others by being a better listener and fostering a more profound interest in their feelings and well-being. For this, my extraversion and delight in meeting people, innate friendliness, and trust in people, which are among my strengths, could be resorted to in improving my agreeableness. Through these methods, it is hoped that I could get better control over my life, and therefore be able to achieve my dreams and aspirations of becoming a good manager in my career. Some observations in the johari window are worth mentioning here. Aside from just self-improvement, it is important also to address some negative perceptions of others about me. In Johari I was perceived as powerful & proud, which the IPIP-NEO indicated that it is a possibility. Since as far as I am aware of myself I do not possess these traits, I should take greater care to ensure that I do not give people such an impression. I shall do this by taking greater care about self-deportment and personal projection, to be conscious of how I act and what I say, but not too conscious that spontaneity and candor are sacrificed. I believe that as a future manager, my self-image and how I portray myself to others is going to matter much to the future organization that shall take me as its manager. The manager’s reputation rubs off on the organization, and a notorious manager will being notoriety to the organization. (500) Task 4: Personal Development Plan for Natjapak Tangkunsiiri Below is a concise development plan for me to pursue, based on the self analysis done in this study. Personal Development Plan (PDP) of Natjapak Tangkunsiiri What do I want/need to learn? (SMART objective) What will I do to achieve this? (learning activities) What resources or support will I need? (practical and academic) What will my success criteria be? (must be measurable) Target dates for review and completion To be prompt with my work and follow it through To be more considerate with other people To gain greater control of my life To lessen my aversion to risk To control my strong dislike for routine Plan a schedule and follow it . Spend time with people and listen to them Face problems, list alternatives and make decisions Try one thing new every other day Conduct a routine activity to the beat of music Workshops, self-help tools (for scheduling) Leadership in group activities and interaction Inspirational books, testimonials Club member-ships, hobbies and sports Class projects and group work Maintain weekly schedules for six months without unreasonable fail Essay another person’s life once a week for eight weeks Consciously make one life-changing decision and implement it Try one new thing every other day for six months Do one such activity a day, with enthusiasm Dec. 2008 – Sep. 2009 Dec. 2008 – Sep. 2009 Dec. 2008 – Sep. 2009 Dec. 2008 – Sep. 2009 Dec. 2008 – Sep. 2009 References Allen, Gemmy. In Supervision, 1998. Retrieved 15 December 2009 from http://ollie.dcccd.edu/mgmt1374/contents.html Bateman, T. S. & Snell, S. Management Leading and Collaborating in a Competitive World, 7th ed. McGraw-Hill, 2007. Burnet, John. Early Greek Philosophy, 3rd ed. London: A & C Black Ltd., 1920. Cartwright, James. Leadership Attributes: Self Knowledge. Accessed 15 December 2009 from http://www.hosa.org/emag/articles/leadership_april07.pdf Halpern, Helen. Supervision and the Johari window: a framework for asking questions. Education for Primary Care, Jan2009, Vol. 20 Issue 1, p10-14 Higgs, Malcolm. What Makes for Top Team Success? A Study to Identify Factors Associated with Successful Performance of Senior Management Teams. Irish Journal of Management, 2006, Vol. 27 Issue 2, p161-188 Monaghan, Sally & Blaszczynski, Alex. Electronic Gaming Machine Warning Messages: Information versus Self-Evaluation. Journal of Psychology, Jan2010, Vol. 144 Issue 1, p83-96 Seligman, Martin. Building Human Strength: Psychology’s Forgotten Mission. Vol. 29, no. 1, January 1998 Senior, Barbara & Swailes, Stephen. A Comparison of the Belbin Self Perception Inventory and Observers Assessment Sheet as Measures of an Individuals Team Roles. International Journal of Selection & Assessment, Jan1998, Vol. 6 Issue 1, p1 Shapiro, David E; Heil, John; & Hager, Frank. Validation of the Johari Window Test as a Measure of Self-Disclosure. The Journal of Psychology, vol. 120, pp. 289-290, 1983 Read More