The paper “ Personal Management Competencies and Strengths” is an exciting variant of personal statements on management. Competencies can be defined as the underlying features and characteristics that make an individual superior while performing activities and tasks. The characteristics include traits, attributes, skills, qualities that assist an individual to be successful. Competencies are usually developed rather than being fixed. The development process involves employing professional and personal skills. Therefore, development is important in actualizing individual managerial competencies (Daniel and Amrik 2013). Numerous theorists and researchers have presented their different views when it comes to management competencies (Millikin, Hom, and Manz, 2010).
An example of such theorists is Mintzberg, who developed a model with specific competencies. The competencies are personal, interpersonal, informational and actional competencies. The paper utilizes two components from Mintzberg Management Competency Model in understanding individual capacity within the managerial level. A manager should understand themself before leading other persons towards fulfilling organizational requirements. It is important for an individual to manage self-internal through strategic thinking and reflecting (Tavitiyaman, Weerakit, and Ryan, 2014). An individual should internalize tasks and determine how to approach the issue.
It allows internal thinking and reflecting on the most appropriate approach to fulfilling the obligations of leading people. In addition, it is important to lead by example (Daniel and Amrik 2013). A manager should be an example so that other personnel within an organization can borrow the behavior from the manager; therefore, managing self externally through activities such as time management, managing and disseminating information promptly, managing stress and fulfilling the requirements of the organization. For example, if an individual delay coming to work is a bad example to other employees (Millikin, Hom, and Manz, 2010).
After an individual manages themself both internally and externally, a competent manager should understand the benefits that come with scheduling. Planning and systematically scheduling of tasks and activities are crucial in ensuring the objectives and aims of the organization are achieved (Daniel and Amrik 2013). The individual should be able to schedule activities based on different factors that may include agenda setting, prioritizing, chunking and juggling to ensure the team or organization accomplishes activities and tasks as planned (King, Fowler and Zeithaml 2001). In addition to personal competencies, interpersonal competencies are important because a manager guides and leads through example employees.
An individual should develop competencies in leading individuals and groups and understand the threats and challenges associated with such tasks. The manager should be able to inspire, mentor and coach employees (Daniel and Amrik 2013). Moreover, the manager should understand in a team, and challenges such as conflicts and team building are important and should be addressed accordingly. A manager should possess competencies to address conflicts and employ different strategies to mitigate misunderstanding (Crawford and Nahmias 2010).
A competent manager should create a culture that understands chances within the environment and streamline activities to balance with global chances. For example, a competent manager should understand the importance of workplace diversity and gender equality. Moreover, a competent manager should appreciate administering functions and be able to accomplish effective activities that are associated with administration (Dubois and Rothwell 2004). Furthermore, a competent manager should link and bring together different activities within an organization into ensuring the organization becomes effective with a specific and measurable aim (Daniel and Amrik 2013).