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Essays on Competencies in Management Roles, Manager's Roles by Mintzberg, Personal Evaluation Based on Mintzberg Model, Developing Weak Areas in Management Personal Statement

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The paper “ Competencies in Management Roles, Manager's Roles by Mintzberg, Personal Evaluation Based on Mintzberg Model, Developing Weak Areas in Management” is a breathtaking example of personal statements on management. As a manager, I understand that I need to play multiple roles at the prescribed levels of my organization. In addition to discharging particular responsibilities I have been allocated to, including those related to personnel and operations management, I play operating and strategic roles. Khandwalla (2004) defines a role as a combination of expected behavior patterns allocated to an individual who occupies a position in an organizational unit.

Based on this background, I understand that my performance depends essentially on how effectively I play my multiple roles. In turn, these influence the performance of an organization. However, I understand that inherent sets of incompetence may stand in the way of achieving effective organization performance. Therefore, a question that emerges is what are the competencies essential for playing the varied managerial roles effectively? The question draws the application of Mintzberg management competency models to reflect on my competency strengths, areas that need development and strategies for developing the weak areas. Background: Personal Competencies at SunRise IncSunRise had experienced declined performance, leading to low profitability over three years, prior to my appointment.

When I took over from SunRise Inc, I started meeting managers and stakeholders singly and in groups. During the meetings, I listened attentively to members' views on why SunRise was a ‘ sick’ company and what options could be taken to remedy the weaknesses. I also briefed the members about the facts of the situations. Later, I came up with a vision for a world-class SunRise and how I was going to revitalize it.

I later invited the department heads for the forum, through which we conceived the turnaround strategy. After personally coaching the departmental heads, they too went back to coach their subordinates. I was impatient with managers who were resisting change and recommended their dismissal. The turnaround strategy became the basis for brainstorming at the departments on what could be done to improve the company's performance. I encouraged massive training initiatives for the employees. After 3 years of failure, SunRise was on course to turning around in just six months. Competencies in management rolesBoyatzis (1982) described competence as an individual's capacity that leads to behavior that satisfies the job demand in an organization.

According to 2008, competence refers to actions, outcome or behaviors that an individual is expected to demonstrate within the parameters of an organization. In Cunliffe’ s (2009) view, competence entails a set of behaviors that offer structured guides that facilitates the process of identifying, evaluating and developing behaviors in individual employees. Based on the definitions, it is easy to perceive that competence describes the capacity to perform a job effectively, which although necessary, is not sufficient in ensuring effectiveness organizational performance.

As a manager, I intend to bring a unique set of personal experiences, personal values and personal stylistic preferences to my job assignments. Of fundamental concern is the aspect of personal experience, skills, and competencies acquired over time, as well as a combination of personal knowledge elements developed through informal and formal means. I also intend to communicate through messages or organizational stories to prevent conflicts. According to Cunliffe (2009), language and language realities are critical in organizational management and managers should possess skills in communicating with the subordinates to build a common organizational story in order to prevent conflicts.

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