BUSINESS MANAGEMENT

Managing Self and Other

Managing Self and Other

Table Of Content

Table Of Content2

Introduction4

Personal profile5

An effective organizational leader6

Personal Qualities and Skills8

Personal development plan9

Encourage innovation in my business9

SWOT Analysis10

Strengths and weaknesses10

Opportunities and Threat11

Personal development and self-awareness12

Development14

The whole person15

Personal responsibility16

Personal development through self-directed learning and development20

Effective management21

No shocks23

Hidden resources24

The skilful use of the self26

Self-knowledge, self-esteem and self-confidence27

Managing change28

Key FOCUS30

Summary and conclusions34

References35

Introduction

This article looks at how personal development contributes to management performance. The dimension of personal development on which it concentrates is the development of self-awareness, self-knowledge and self-understanding. The term “self- knowledge” is used throughout as shorthand for “self-awareness, self-knowledge and self-understanding”. The dimension of management performance on which it concentrates is the manager's contribution to organizational success. Most management developers I know are convinced that self-knowledge is a quality which does contribute in a way that is both positive and significant. Most management developers, however, also seem to believe that it is “a good thing” irrespective of its contribution to effective management.

Many managers, however, are sceptical of management development activities aimed at increasing self-knowledge; they regard it as a form of “navel-gazing” and at best a self-indulgence. In order to be able to convince them of the inclusion of the development of self-knowledge within courses of management education and development we need to be able to justify it in ways that make sense to them. In this article I attempt to do exactly that.

Personal profile

Bank managers have overall responsibility for the efficient operation and profitability of their branches or departments. This includes staff management, customer liaison, accounts monitoring, loans and other banking services.

In recent years they have been heavily involved in marketing the bank's financial products and in setting and meeting sales targets. Bank managers work in either branch and retail management, or in some form of specialist banking service.

Branch managers run their branch or group of branches within targets set by head office.

They try to find out the banking needs of personal and business customers and promote the wide range of services the bank offers. This may include providing a payroll service for an employer, arranging credit cards, investments and insurance, or advising customers on pension funds tax. They deal with loans and overdrafts and decide on conditions to attach to loan facilities. They are responsible for the day-to-day running of the branch, including organisation of personnel, training and monitoring work practices.

Managers in specialist banking services work in a various different areas, including:

commercial and corporate banking

information technology

providing financial services.

Other managers are based at regional or head offices dealing with trusts and investments, marketing, training or human resource management. At senior level, specialist managers assist in policy making and research economic trends.

All managers may be responsible for recruiting, supervising and training their staff and setting targets for them to meet.

An effective organizational leader

The success of an organization depends on people working together and sharing a common purpose. The leaders need to focus on the workforce to identify their individual human needs. Leaders are affected by the constantly changing environment in which globalization plays ...