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

《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