管理学人事管理与自我反省全英文.docx
- 文档编号:5157206
- 上传时间:2022-12-13
- 格式:DOCX
- 页数:19
- 大小:8MB
管理学人事管理与自我反省全英文.docx
《管理学人事管理与自我反省全英文.docx》由会员分享,可在线阅读,更多相关《管理学人事管理与自我反省全英文.docx(19页珍藏版)》请在冰豆网上搜索。
管理学人事管理与自我反省全英文
BUSM1162MANAGEMENT1-MANAGINGPEOPLE
IndividualASSIGNMENT
SEMESTER1,2015
TutorialInformation
Tutor:
AshkanKhalili
GroupA3
ZhaoyeLiu:
3497998
ExecutiveSummary
Thereareanalysis,discussionandconclusionsofthesethreemainpartsofthisarticle.Analysisportioncomprisesthreetheoreticaltoolsofself-analysisandevaluation,theevaluationresultswillrevealsixcompetencies,knowledgeandskillsassociatedwithmyself.Inaddition,thetwocompetenciesofstrengthwillbediscussedinthepartofthediscussion;therelevanttheorywillbeapplied.Conclusionssectionwilldescribetwoweakskillsneedtobedevelopedbymyself.Finally,a12-monthactionplanwillbepresentedonhowtoimprovemycapabilities.
TableofContents
Introduction……………………………………………………………………3
1.Method……………………………………………………………………3
2.Analysis……………………………………………………………………3
2.1CompetingValuesManagementInstrumentAssessment……………………3
2.2OptimisingMillennials’CommunicationStyles………………………………5
2.3SituationalLeadershipStyles……………………………………………………5
3.Discussion……………………………………………………………………7
4.Conclusion……………………………………………………………………9
5.PersonalActionPlan………………………………………………………10
Reference……………………………………………………………………11
Appendix……………………………………………………………………12
Introduction
Ifanyonewantstobealeaderofateamorbusiness,theyshouldhaveaclearunderstandingandrealizationabouttheirownabilityintermsofmanagingpeople.Inthispieceofwork,threeself-assessmenttools—competingvalueframework,communicationStylestoolandsituationalleadershipstylestool—wouldbeusedtoassessmycompetencies,skillsorknowledgeaboutmanagingpeople.Inadditiontotheanalysisofresultsofthesethreeself-assessmenttools,examplesofmyexperiencewouldbeillustratedandrelevanttheorieswouldbeappliedindiscussionpart.Insumup,mycurrentcompetenciesincludeSettingGoalsandObjectivesaswellasMotivatingSelfandOthers,whiletheCommunicatingHonestlyandEffectivelyaswellasManagingandEncouragingConstructiveConflictarecompetenciesthatneedtobefurtherimproved.
1.Method
Inthisreport,threetypesofanalysisandself-assessmenttoolswillbeused:
CompetingValuesManagementInstrument,OptimisingMillennials’CommunicationStylesandSituationalLeadershipStylesself-assessmenttools.Specificresultsoftheself-assessmentwillbeadetailedanalysisandpresentation.Personalexperienceandrelatedcompetenciestheorieswillbecombinedanalysisandinterpretationinthediscussionsection.
2.Analysis
2.1CompetingValuesManagementInstrumentAssessment
Aftermakingthecompetingvaluesframeworkselfassessment,andfoundmyscoreintermsofimprovingproductivityandincreasingprofitabilityisthehighest,whilescoresincreatingandsustainingcommitmentandcohesionaspectisrelativelylow.Accordingtothetheoryofcompetingvaluesframework(Quinnetal.2011),inquadrantofimprovingproductivityandincreasingprofitability,myscoreis5.8,which31optionswereassessedtohighpointsof7,whichmeansthatIammoreinclinedtoclarifyprioritiesanddirectionoftheunit.ArelativelylowscoreisOption4andOption6,whichare5and4pointsrespectively.Thisindicatesthatself-assessmentbehaviorsofcontinuestoclarifythepurposeofunitandmaketheroleofunitveryclearkeeparelativelyaveragelevel.Scoreintheotheroptionsofthisquadrantare6points.Thisresultsuggeststhatmycompetenciesintermsofsettinggoalsandmotivatingothersarealsogood,butthereareweaknessofhonestlycommunicationandconflictresolution.
Incontrastistheresultofself-assessmentshowedthatthebehaviorofself-assessmentinthequadrantofcreatingandsustainingcommitmentandcohesiongotlowestscore,whichare5.1.Inthenineoptions,Option16andOption21scoreisfourpoints,indicatingthatthebehaviorofself-assessmentintreateachindividualinasensitive,caringwayandencourageparticipativedecisionmakinginthegroupkeeparelativeaveragelevel.Inaddition,optionsare10,14and18scores6points,toexplainthesituationoflistentothepersonalproblemsofemployees,surfacekeydifferencesamonggroupmembersthenworkparticipativelytoresolvethemandshowempathyandconcernindealingwithemployeesbeingrecognizedrelativelyinbehaviorsoftheself-assessment.Overall,theresultsofthefourquadrantsoftheself-assessmentofcompetingvaluesframeworkareclose.Quadrantofpromotingandencouragingadaptabilityscoreis5.5,thequadrantofestablishingandmaintainingstabilityandcontinuityscoreis5.2.Accordingly,profileofcompetingvaluesframeworkisalsoclosetoasquare.
2.2OptimisingMillennials’CommunicationStyles
Aftercompletingtheself-assessmentofOptimisingMillennials'CommunicationStyles,resultsshowedthatquadrantofamiableandquadrantofanalyticalgetrelativelyhighscores,respectively,13and12.Thequadrantofexpressiveandquadrantofdrivergetrelativelylowscores,respectively,4and7.AccordingtodescriptionsofHartman&McCambridge(2011)forcommunicationstyles,self-assessmentbehaviorstendamiableofpaceslow,priorityrelationshipsandanalyticalofslowpace,prioritytasks.Thisresultshowsmyskillsincommunicationeffectivenessareinadequate.However,Idowellontheintegrationteamrelationships.
Iftwohighscoresquadrantsarecombined,wecansaythatthebehaviorofself-assessmentisthetypeofsupportandtechnicalorsystems.Thiscommunicationstyleischaracterizedbyresponsiveandnotassertive.BothofTasksandrelationshipsarevalued,andbothofrationalsideandemotionalsideexistinthiscommunicationstyle.Thatthiscommunicationstyledesiredtobeappliedinacontinuous,stableandorderlysystem,whileplayingfeaturesofexpressedsupport,flexibleandcooperative.Besides,lowerscorestwoquadrantsshowactsofself-assessmentdoesnotlikefast-pacedwayofcommunication.
2.3SituationalLeadershipStyles
AftercompletionoftheSituationalLeadershipStylesofself-assessmentscorestableshowingverycloseresults.Assessmentresultsaredisplayedinfourquadrants,namelyfacilitating19points,coaching20points,delegating18points,directing17points.Flexible Training Partners Ltd(1997)developedthissurveytoolandtheassessmenttoolscoresrangefrom0to30points,accordingtothisstandard,thebehaviorofself-assessmentscoresarelocatedontheovermiddlelevelofthefourleadershipstyles.Thisresultsuggeststhatmyskillstoimprovetheefficiencyoftheteamandthecrewareverygood,butintermsofacleardivisionoftasksandstructureoftheframethatneedtobeimproved.
Forquadrantfacilitating,theoptions3,19and23getarelativelylow2points.Thisresultindicatesthatthebehavioroftheself-assessmentdidnotlikeprovidestaffwiththetimeandresourcestopursuetheirowndevelopmentalobjectives.Moreover,appointstaffintotaskgroupstoactionpoliciesaffectingthemisnotpreferredbystyleofself-assessment.However,similartoavoidmakingjudgmentsorprematureevaluationofideasorsuggestionssuchbehaviorsarechoiceslikedbystyleofself-assessment.Forcoachingquadrant,theoptions10getarerelativelylow2points,theoptions14and18toobtainarelativelyhigh4points.Thisresultsuggeststhattheself-assessmentofleadershipliketoexplainthebenefitsofachievingtheirworkgoalstostaff,donotliketomeetwithstaffregularlytodiscusstheirneeds.Fordelegatingquadrant,theoptions12and16getrelativelylow2points,Options4and24receiverelativelyhigh4points,indicatingbehaviorofaskingstafftothinkaheadanddeveloplong-termplansfortheirareasdoesnothappenoften,andbehaviorofprovidingstaffwithclearresponsibilitiesandallowthemtodecidehowtoaccomplishthemoccursfrequently.Asfordirectingquadrantis,behaviorofhavestaffreportbacktomeaftercompletingeachstepoftheirworkandbehavioroftrytoassignworkinsmall,easilycontrolledunitsarenotvaluedbyself-assessmentleadershipstyle.
3.Discussion
Afteranalyzingtheresultsofthethreeself-assessmenttools,mycompetenciesasamanagerofpeoplecanbedividedintoadvantagesanddisadvantages.AdvantagesincludeSettingGoalsandObjectivesaswellasMotivatingSelfandOthers,whiledisadvantagesincludetheCommunicatingHonestlyandEffectivelyaswellasManagingandEncouragingConstructiveConflict.
Example1.
Basedontheexperienceofbeingpresidentofeconomicsclubinuniversity,asuccessfuleconomicspubliclecturewasheldundermyleadinthesituationoflackenoughtimeandteammembers.Atthattime,thedeanofmysecondaryschoolaskedourclubtoinvitesomeprofessorstoholdapubliclecture.However,allmembersineconomicsclubincludedmewouldhavetwoimportantexamsintwoweeks,whilethedateofpubliclecturehadbeendecidedjustinthreedaysafterfinishingourexamsbydean.Meanwhile,threemembersquittedtheclubbecausepersonalreasons.Itturnedoutthatourclubonlyhadsixpeopletodothisjobandalmosteveryoneincludedmefeltdifficultandreluctant.Nevertheless,afterIdiscussingwithdean,myclubwaspromisedtogetmoreoperationfundsandeveryteammemberwouldgetreferenceletter.Myclubmembersfeltsatisfiedwithrewardsanddecidedtocollaboratefinishingthismission.Inthenexttwoweeks,wereviewedourschoolwork,whilecompletedinvitingprofessors,reservingconferencehall,budgetingandmakingadvertisements.Ultimately,wesuccessfullycompletedthetask.
AccordingtoLathamandWexley(1994)theory,goalsettingshouldfirstfocusandmeettheoveralldemandandthehighlevelofo
- 配套讲稿:
如PPT文件的首页显示word图标,表示该PPT已包含配套word讲稿。双击word图标可打开word文档。
- 特殊限制:
部分文档作品中含有的国旗、国徽等图片,仅作为作品整体效果示例展示,禁止商用。设计者仅对作品中独创性部分享有著作权。
- 关 键 词:
- 管理学 人事管理 自我 反省 英文