PART ONE Why is understanding of people and organizational management principle important for your profession? How can management theories help to meet the key changes of 21st century?
I believe that the understanding of people and organizational management principle is important in my profession because it gives me a clear picture of how I am going to adjust myself to some management process and in a way have an open mind to respect others rights and opinions and be prepared to accept changes from within the organization and its respected environment. As it integrates a sense of knowledge management that seems alluring and yet most organizations fail to deploy a knowledge management capability and be able foster the means to enable their employees to use information resources efficiently and effectively. (House and Aditya, 1997) The understanding of people and management principles must be equipped to apply the theoretical understanding on a practical level. The employee must manage information better on a personal level and experience the benefits of knowledge management in his own personal environment. The theoretical foundation expands and the employee is challenged with tasks that will be aimed at setting up his own knowledge management environment and should include access to a personal mentor that can be contacted by the employee for assistance and help.
The understanding of people and management principles is important for built professionals in the sense that it has a certain way of critical analysis that indicates such dimensions of performance or success significantly across the growth intention factor and is related to specific management competencies such as success with respect to market acceptance has a statistically significant association with: general management skills; network management skills and personal welfare management skills, success with respect to self-fulfillment has a statistically significant association with: general management skills and network management skills and success with respect to personal welfare has a statistically significant association with general management skills, network management skills, personal welfare management skills and intention to grow. (House and Aditya, 1997) Aside, people and organizations still tend to think that people for whom are managed and employed and paid to do a job should do what they’re told to do. They are conditioned from an early age to believe that the way to teach and train, and to motivate people towards changing what they do, is to tell them or persuade them and to believe that skills, knowledge, and expectations are imposed on or ‘put into’ people by teachers and managers in the workplace.
Moreover, management theories do help in meeting the changes of the 21st century in the sense that it assumes that people’s personal aims and wishes and needs are completely aligned with those of the organization and incorporates what people and the management want and can assimilate into their lives, given all their other priorities, the type of development or change that the organization deems appropriate for them. Instead, organizations, managers, bosses and business owners would do better to think first about exploring ways to align the aims of the business with the needs total life needs of the people. Most people who go to work are under no illusion that their main purpose is to do what their manager says, so that the organization can at pay high rewards and people work so that other more gifted or fortunate people can profit because of their efforts. (Chandratilleke, 1997) People can’t just drop everything and ‘change’ or learn new skills, just because of competencies even if they want to change and learn new skills, they have a whole range of issues that keep them fully occupied for most of their waking hours and most of it is the site that the organization dumps on them in the first place. (Chandratilleke, 1997) Management theories help meet these changes as there are established principles supporting concepts and ideas of people and give organization a chance to understand the implications and feasibility of such competencies and helping professionals to see things from both sides generally throws up some very good ideas for doing things better than people could have dreamt of by themselves respectively. (Chandratilleke, 1997)
The individual and the organization are part of the management cycle no matter how simple or complicated the situations are as they need to give ample management competencies to achieve a successful note in their goals as people are affected by sub-cultural dynamics within organizations within problems that can be considered as ‘communication failures’ or ‘lack of teamwork’ are now being more properly understood as a breakdown of intercultural communications for instance, organizations today are trying to speed up the process of designing, manufacturing and delivering new products to customers. They are increasingly discovering that the coordination of the marketing, engineering, manufacturing, distribution, and sales groups will require more than goodwill, good intentions, and a few management incentives. To achieve the necessary integration requires understanding the subcultures of each of these functions and the designs of inter-group processes that allow communication and collaboration across sometimes strong sub-cultural boundaries as this is necessary if the relationship of people within their organizations are to understand how new technologies influence and are influenced by the latter that is usually a reflection of an occupational culture that is built around new core scientific or engineering concepts and tools and for management across national and ethnic boundaries. Furthermore, learning, development and planned change cannot be understood without considering culture as a primary source of resistance to change and management concepts within culture are to be useful; people and organization must come to understand fully what culture is about in human groups, organizations and nations so that the environment professional can have a much deeper understanding of what goes on, why it goes on and what to do about those principles and competencies in the process. Aside, instead of feeling stuck, people can now take steps to enhance their emotional intelligence and increase their effectiveness in both their work and personal lives as it is important because most of the work in organizations today is done by teams and leaders have a pressing need today to make teams work together better as comprised of the emotional intelligence of individual members, plus a collective competency of the group. Everyone contributes to the overall level of emotional intelligence and the leader has more influence. When people feel good, they work better, are more creative, and are more productive. Good feelings are like lubrication for the brain mental efficiency goes up, memory is sharpened and people can understand directions and make better decisions. A better understanding of one’s own style leads to acceptance and understanding of how team members are different not better or worse, just different in the ways they organize their work and their world.
Greater interpersonal understanding can also be created through exercises in perspective formation that can facilitate greater understanding and build trust through role-playing and other techniques. Clearly the setting forth of core values and operating norms is important to ensure that management principles in relation to theories and concepts deemed by the people works smoothly together and when values and norms are clear, individuals and organizations can go about their work even better. However, when the values and norms are clear and self-management principles are explicit and practiced over time, teams become not only effective, but also self-reinforcing. Every company faces specific performance challenges for which teams are the most practical and powerful vehicle. The critical challenge for senior managers is how to develop emotionally intelligent teams that can deliver maximum performance. The understanding of people and the collaboration of management competencies can have a unique potential to deliver results and executives must foster self-managing people that will be effective and creates the kind of work environment that enables organizations and individuals to thrive and competencies focuses on the capability of the management to ensure their departments operate efficiently and effectively to organize, develop and motivate staff and manage their performance to enhance their contribution towards achieving the department’s current and future goals and objectives; adapt highly effective management practices to organize and integrate a wide range of production and support and long-term and short-term functions and activities and manage the resources of the department to achieve identified goals and results and use oral and written communication skills to persuade and influence a range of people to create an environment in which the organization operates effectively.
PART TWO
PERSONAL REFLECTION
Upon reflecting about my own management competencies, I have discovered that doing your best does not necessarily imply a perfect stance of being good in my profession as I also encounter challenges along the way that has impacted my management skills, values and knowledge and the crucial part of what I have achieved so far in lieu to being an environment professional. As I am motivated to update my personal competencies to always give my best performance in my profession, the idea that I am worthy to change for the better and believing that I have contributed something relevant is what keeps me motivated and be a transformed individual equipped with good values and useful competence that can be a reinforcement on my part. I might motivate others by inculcating in them that being yourself is still the key for being composed within thy inner self and the environment they are dealing with, by intrusting in them positive competencies such as good listening skills and wise decision making techniques that they can use fully in the workforce.
I believe that my top strength in communicating to others, is my understanding that people have various personalities and that I consider my actions and words and gestures every time I have a conversation with someone but, my weakness could be is that sometimes I am biased to the situations I encounter and subjective at times in giving compliments to people I work with. Well, I can say that I have done planning and organization skills in the sense that I always take part in making good decisions affecting my profession and the reputation of the organization I am part of. Highly effective people and executives arouse interest and control and sustain work performance levels as they lead by example, are enthusiastic, positive in their attitude and develop a co-operative environment in which staff work together to achieve goals and objectives. They delegate full authority and responsibility to appropriate levels, and encourage and empower staff to use their initiative in achieving or exceeding goals and objectives. They tailor their leadership style to meet the needs of the department and adapt their management style to best advantage to suit the task, situation and/or developmental levels of staff. They ensure sound principles of personnel management are in place to ensure fair and equitable procedures and processes for the recruitment, retention, development, deployment and redeployment of staff. On the contrary, less effective people pay inadequate attention to ensuring appropriate human resource management systems are in place and to ensuring these structures and systems contribute to corporate goals. They maintain an inappropriate leadership style and do not adapt their management style as necessary. They either overmanage and lead through threat and/or imposition of their own views or undermanage when staff needs direction and support. They either do not delegate or require responsibility without allowing autonomy and in general permit little or no freedom or independence to others in making decisions and determining direction. They tend to be office bound or work behind closed doors. I have provided a clear sense of direction and purpose to others, inspire others and communicates a shared view which generates motivation, enthusiasm and commitment to the department’s mission. I have to delegate full authority, responsibility and accountability to appropriate levels as well as empower people and encourage needed action. I do recognize the importance of having overall managerial strength and builds a strong corporate management team and should ensure appropriate human resource management systems and procedures are in place for motivating, directing and sustaining optimal levels of work performance with the strategic direction of the organisation and confronts and deals with others openly and directly about performance problems.
In terms of positive and negative experiences I had, I have observe a failure to identify, describe and establish an appropriate culture within the organisation, unable to stimulate a high level of productive and focused performance and consistently fails to deal with people in a way which satisfies their needs sometimes exhibits an approach based on control, direction and derived authority rather than involvement and earned authority and adopts a serious task orientated approach and/or uses humour and fun inappropriately and always concerned with a sound understanding and application of the most effective management practices to achieve organisational goals and objectives. I think that my perception of myself can be what others perceive of me as it shows in my personality and the way I handle situations in life and work. Team work is essential for the organization and the roles I intend to assume could involve a demonstration of knowledge and understanding of the breadth and diversity of general management principles and commercial activities, establishes and accepts personal and collective accountability, identifies and manages areas of risk, manages change so as to achieve positive outcomes, creates systems and a culture to ensure continuous improvement in those competencies.
Thus, in terms of recruitment and selection of staff, the experiences could be involved a recognition of the importance or relevance of financial, physical and human resources in planning activities, makes decisions, or sets priorities based on adequate consideration of potential benefit of resources or cost-benefit analysis, respond to key environmental trends and shows evidence of translating broad corporate direction and objectives into planning, resource allocation and organisation of his/her own area of responsibility as well as adopts a management approach, in an environment of change, that creates positive management change occurring or impedes its progress. As I have to achieve desired impact through the use of convincing expression in individual, group and public speaking situations, using appropriate language and other non-verbal communication techniques. I can improve in the sense that, the process of communication can provide me with clarity, fluency, impact and conciseness and I will avoid difficult people and situations which require conflict resolution and escalates an already tense situation as well as leave the other party feeling they have not been heard/understood that specific competencies have a life cycle in the context of organisational change and that competencies should be associated with coping with change or making change happen.
I believe that my competency development must take account of both internal and external changes in circumstances and in the growth and development of management responsibility up the organization or through different positions with specific roles and responsibilities in order to suit or match such competency requirements that will change certain job roles and responsibilities.
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