Essays on Personal Management Skills Analysis and Plan Research Paper

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The paper "Personal Management Skills Analysis and Plan" is a good example of a management research paper. Personal management is usually a process that entails outlining and planning of personal goals to help succeed in life. Upon developing the goals, the individual need to work on fulfilling them. The goals, in this case, can be short term or long term. They should cover several topics including time, careers, education, and finance management. The aim of the study is to assess my competences and skills for planning and managing so as to enable their improvement in the future.

This entails understanding the concept of management based on its understanding and definition in the academic field. It captures what I think about my abilities and skills and how I can make them better in the near future. In this essay, I will evaluate my own managerial skills and develop a plan in which they can be improved in the future. The essay has a comprehensive literature review section. The section is divided into three main areas; these are global management capabilities; the big five personality factors; and the summary of the whole section.

The next section entails my evaluation of how my personality affects my global management capabilities thus my personal management and those of others. The essay also entails a plan that entails my goals, skills, and competences. The segment also captures how I plan to improve my skills and competences; when and how I will learn them and the examination criteria in which I will use to evaluate the impact. The essay also has a conclusion segment that acts as a summary of the whole essay.

In addition, it has the reference list and the appendices that support the essay. 2.0 Literature Review The literature review of the study is made of three main areas. These are global management capabilities; big five personal factors; and the summary of the whole segment. The subtopics are arranged in the same sequence. 2.1 Global Management Capabilities (Hard and Soft Skills) The global managers should have a particular set of skills to ensure that they enhance effective and efficient functioning since they work in a dynamic and complex environment.

The challenges that are linked to globalisation calls for the managers to develop a certain set of skills (Ananthram, Pearson, & Chatterjee, 2010). It is, therefore, important for the global managers to develop sustainable culture, values, competences and skills. A global mindset is a crucial factor in determining the effectiveness of global managers. Even though global mindsets are usually considered to be crucial cognitive structures, their precise antecedents and dimensions are still contested (Rogers and Blonski, 2010). The global management skills are linked to associations between behavioural, existential, and cognitive factors.

These factors help in the realisation of several strategic and cultural realities in both the local and global levels. The appropriate personal qualities for global management include reliance on the organizational processes, risk-taking, and macro-perspectives as opposed to valuing diversity, inclusivity, openness, and structures (Rhinesmith, 1992). The sets of global skills are linked to social intelligence, emotional intelligence, and cultural intelligence all applied in a cultural context. The ability of a manager to adapt at the global level depends on his or her tolerance to ambiguity; capability to examine the diverse cultural cues and a broad set of skills.

Some of the personal qualities that global managers should posses should include reflective and analytical capacities, sensitivity, complexity acceptance, diversity consciousness, curiosity and flexibility. They should be attentive to present reality and current experiences and have faith in the organizational processes (Ananthram et al. , 2010).

References

Ananthram, S., Pearson, C., & Chatterjee, S. (2010). Do organisational reform measures impact on global mindset intensity of managers? Empirical evidence from Indian and Chinese service industry managers. Journal of Chinese Economic and Foreign Trade Studies, 3(2), 146-168.

Bartone, P. T., Eid, J., Helge Johnsen, B., Christian Laberg, J., & Snook, S. A. (2009). Big five personality factors, hardiness, and social judgment as predictors of leader performance. Leadership & Organization Development Journal, 30(6), 498-521.

Bouquet, C. (2005). Building global mindsets: An attention-based perspective. Basingstoke: Palgrave Macmillan.

Hee, O. C. (2014). Validity and reliability of the Big Five Personality Traits Scale in Malaysia. International Journal of Innovation and Applied Studies, 5(4), 309.

Perkins, J. N. (2014). Targeting Extraversion and Introversion in the Workplace. Western Undergraduate Psychology Journal, 2(1), 11.

Rhinesmith, S.H. (1992). Global mindsets for global managers. Training and development, 46 (10), 63-69.

Roccas, S., Sagiv, L., Schwartz, S. H., & Knafo, A. (2002). The big five personality factors and personal values. Personality and social psychology bulletin, 28(6), 789-801.

Rogers, E. M., & Blonski, D. (2010). The global leadership mindset. Chief Learning Officer, June, 18-21.

Rothmann, S., & Coetzer, E. P. (2003). The big five personality dimensions and job performance. SA Journal of Industrial Psychology, 29(1), 68-74.

Thomas, D. C. (2006). Domain and development of cultural intelligence: The importance of mindfulness. Group & Organization Management, 31(1), 78-99.

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