Individual Reflection: Blueprint for Professional and Personal Growth–Your Future as a Manager, with Executive Summary of Class and Collaboration Skills

Abstract

This essay is my ultimate analytical theorem regarding my blueprint of professional and personal growth from the main course learned in class “Managing People & Promoting Collaboration”. In this context, the paper offers a brief breakdown or introduction regarding the path I will take in order to become the manager I have been inspiring to be, the manner in which my relationship with workmates, work, and family can be the main root for my happiness (Rivera & Bueno, 2011). Detail explanation concerning how sure I am in maintaining my personal uprightness or integrity of ethics and/or morale within my working environment is also explained.

Additionally, the paper equally gives an executive summary which is aimed at showing or illustrating how the course managed to impart leadership knowledge to me as well as the way in which it have assisted me in identifying my strengths or weaknesses as an upcoming manager (Martin, 2005). Moreover, the summary illustrates how the course have given me adequate insights or strategies regarding the means of building a functional team, managing it in virtual work environment, developing team character, and so on. Similarly, in order to supplement the knowledge and skills I have gathered from other previous courses, democratic management style is the main plan of action which I intend to use so as to realize my professional and personal development or growth (Martin, 2005).
Executive Summary

Throughout the entire course, managing people (employees) as well as promoting excellent collaboration have not only educated be but also enlightened in four leadership aspects. First, one is how to be able to manage people. The second one is how to be in the position of building successful team. The third one is how to effectively select a strategy or strategies to use in fostering a positive working environment. Lastly, entails creating and sustaining an influential culture in the organization (Martin, 2005). Nevertheless, the management of people in an organization can either be as a result of the acquired or natural skills. Because of the human nature which keeps of evolving and changing each day, the management of people also needs to change and evolve so as to make it easier to accommodate dynamicity (Rivera & Bueno, 2011).
Moreover, as this lesson exposed me to several management and leadership theories, strategies, and concepts for building successful team, enhancing collaboration, and so on, I had the opportunity of identifying my strength and weaknesses as a future team leader. The reason for that is because strengths and weaknesses can either assist or hinder my future potential of managing people (Martin, 2005).

Thought-inspiring topics which we managed to cover within eight weeks, the points of consideration were discovering an effective manager, handling complex discussions, enhancing efficient communication in an organization, purpose, and strategies for personal and team motivation, selection and formation of team/s, and provision of effective feedback. Moreover, from the course, I learned about the means of creating a team charter, successful teams, management of diverse members and their teams, my responsibilities as an effective collaborator, establishing sustainable organization, ethical challenges and/or legal risks of the management authority, concepts, theories, and strategies for promoting a positive working environment.

Vulnerability based trust and effective communication are the main elements which ultimately assisted me to improve my understanding about how to manage people as well as foster collaboration amongst them. The means of enhancing effective communication to all members of a team is basically in the context of the manager’s information. This is to say that it is essential for all members to ensure that they are aware of when, where, what information to give so as to realize efficient and effective outcomes. Likewise, a team which has creative behaviors assists in creating an environment which compels team members to work with fortitude (Rivera & Bueno, 2011). Being in the position of making difficult task appears to be a fun game i.e. the capacity of challenging the idea of others so as to generate a new idea and to make it more innovative.

By instilling an energetic persons or voice within the team enables the team to remain in rhythm hence allowing members to make unprompted decisions. Normally, energetic individuals have the ability of convincing and communicating to other members their opinions with acuity and openly (Martin, 2005).

Strategies

Management becomes a personal conviction matter as well strongly believing in a cause of aim, whatever it is. At times management comes to leaders in life, and this cannot be regarded as being a bad thing. There exists no true obstacle to individuals who desires to become managerial leaders in case management is to be approached with adequate integrity. As much as everyone has the potential of becoming a teacher, management is performed in various styles (Malhotra, 2000). The reason for this is because usually different managers do adopt different styles depending on a given situation. 

Different styles of adaptability are increasingly becoming complex and dynamic. The reason for that is because objectivity stems from adaptability hence the need of having emotional and security maturity as a leader.  All of these parameters remain to be dependent on education, processes, or skills of an individual. Typically, effective managers keenly understand the relationship which exists between complex systems and teams.

As a result of that, managerial position becomes an avenue of conceptualizing the role and motives managers in guiding teams during the journey. The same way an athlete does, true business individuals understand the delicate balance which lies between the methods of becoming effective manager. Giving others the opportunity of acknowledging the objectives of people means realizing the needs of the people the company serves (Malhotra, 2000). As a result of that, it should be noted that objectives, inspiration, operational oversight, as well as other administrative services are usually born by administrative staff.

In order to be an effective manager, therefore, it will be crucial to have the capacity of prioritizing the objectives of the firm hence offering guidance which entails achieving the overall vision of its establishment. This means management continues to be a systematic approach which expands the performance capacity of workers in managerial roles (Rivera & Bueno, 2011). As comparable to other organizational approaches, I will achieve this via a single stage. The whole journey as an upcoming manager will entails executing the roles of a corporation which later induces effective team management.

On the other hand, this implies that there exists no single way or method of leading others. Regardless of that, systematic approaches which enhance leadership have greatly proved to be more effective to many corporations, working towards achieving preferred outcomes through a wide range of leadership approaches (Naoum, 2001). This implies that the role/s which I will be executing as a manager will take into account the several differing expectations and unique organizational practices. This is what will enable me to develop a particular system which allows the organization and other teammates to function at peak competencies.

Business insight also enhances leadership development. The vision and role of a manager remain to the positions within an enterprise which assist in advancing the general implementation of its strategies. Thus, in order to achieve that, I will ensure that I have established the means, created alignments, and the winning mindshare of all workers (Malhotra, 2000). Although such roles can be perceived as being formal, giving others the opportunity of making decisions as well as taking responsibilities in executing the roles, vision, and mission of the organization results to an overall improvement of organizational leadership. The same lateral peer needs to listen and negotiate with their managers through personal influence. Consequently, the practice of management development ultimately extends to any person who fits this kind of supervisorial definition (Naoum, 2001).

The core components of managers relates to efficient management of managerial position which enhances succession planning.  Conversely, competency map becomes an extremely useful tool to all members of the organization whenever they are trying to evaluate their development efforts (Malhotra, 2000). In short, in the process of ensuring that I have mapped my management attributes assist me to identify as well as understand explicit managerial behaviors which are detailed in organizational competency. In return, such an understanding is what will enable me to effortlessly develop leadership competencies through the use of appropriate attributes.

Individual and organizational assessment offers a comprehensive 360-degree evaluation which aids in informing individual supervisors and managers about their managerial roles and attributes (Naoum, 2001). In so doing, I will ensure that I have first focused on the strength and weaknesses of the firm. Additionally, as a manager, I will ensure that I have understood the context within which the organization lies. Therefore, this stage includes specifications of the manner in which I will be offering value to my esteemed clients and team members (Malhotra, 2000). The unique and culture as well as the expectation of managers usually collaborates the objectives of an organization. An effective manager team up with upper management on the preliminary plan associated to their individual development, such as, documenting the objectives of the firm and any other foreseeable challenges which would hinder success (Naoum, 2001). Experimental learning has been noted has to have the capacity of showing greatest rate of achievements or success in transforming potential leaders into higher functioning managers

Action plan

Democratic style _ this style is basically found in theories which deal with participative management or human resources management. By definition, democratic managerial style entails the distribution of power and authority amongst managers and workers so as to be able to involve employees in matters relating to decision making (Moynihan & Titley, 2001). In order to be able to exercise my democratic management style, essentially I will ensure that democratic consideration has taken place whenever team decisions ought to be made. This illustrates that as a future manager, I will be expected to serve as the facilitator and mediator of the team members, ensure that all members are psychologically well, and provide a respectful environment to all members (Cynthia, 2016).

Additionally, the key concept here is allowing the subordinate staff to participate in matters relating to decision-making. This will, therefore, be achieved through building a mature team which comprises of cooperative and mature people. This will give all team members the opportunity of making better decisions as well as supporting the goals of their team even though their ideas may not be adopted. Conversely, I will ensure that each employee is given the opportunity of taking an emotional interest in the growth of their departments so as to aid in crafting departmental process and policies (Simon, 2015).

Nonetheless, from the course, I realized that any department which makes use of this model yields employees with high motivation level, morale, and ready to provide creative solutions.  This establishes an atmosphere of mutual aid and team spirit. Furthermore, employees are not only able to set achievable goals but also be able to create plans with their leader which assists in evaluating their performances (Moynihan & Titley, 2001). Likewise, in the process of supporting employee promotions, as a democratic leader I will ensure my management style have pushed them to grow on the job.

 

 

 

 

 

 

 

 

References

 

Cynthia L. G, (2016). Entrepreneurship: Ideas in Action. Cengage Learning, 2016

Malhotra, Y. (2000). Knowledge management and virtual organizations. Hershey, USA [u.a.: Idea Group Publishing.

Martin, J. (2005). Organizational behaviour and management. London [u.a.: Thomson Learning.

Moynihan, D., & Titley, B. (2001). Advanced business. Oxford [u.a.: Oxford Univ. Press.

Naoum, S. (2001). People and organizational management in construction. London: Telford.

Rivera, H. O., & Bueno, C. E. (2011). Handbook of research on communities of practice for organizational management and networking: Methodologies for competitive advantage. Hershey, PA: Business Science Reference.

Simon, T, (2015). An Analysis of Big Companies and their Management Styles. diplom.de, 2015