Managerial Role in Organizations

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Managerial Role in Organizations

Personal

Development Plan

2004

WORD COUNT: 2166

LECTURER: Dr. Cynthia D Fisher

STUDENT: Paul Bailey (12730470)

DUE: Friday 20th February 2004


Personal Background Trajectory

Having spent only a few years in the bowels of employment, with the remainder being in the guise of a co-business owner, my survival instincts still remain rooted in realising further entrepreneurial ambitions, as opposed to targeting some cooperate ladder to climb.

My previous business was a partnership with my wife, where we successfully used the Internet to reach clients and provide consultancy services remotely from home. This lifestyle approach suited me well at the time, as I detested employment and commuting - especially on London’s dilapidated tube system – and had been previously accustomed to working autonomously as a web designer anyway.  Business from home however, proved socially isolating and accentuated my independent lone-wolf tendencies.  Realising that this limiting behavioural mould would prevent me from reaching my full entrepreneurial potential, we decided to sell the business and head off to sunny Australia.  

Enrolling at Bond to take the MBA programme therefore fulfils a thirst for deeper self-awareness and stronger interpersonal capabilities, as well as facilitating critical managerial skills, business contacts and the means necessary to launch an Internet venture in Australia.

High Technology Entrepreneurial Focus

Its generally agreed that successful entrepreneurs today require the following traits and competencies, namely;

  • They are resilient and believe in themselves, in order to inspire others, while seeking and using feedback to learn from their mistakes and setbacks.

  • They are disciplined, tenacious, and persistent in solving problems,  completing the tasks at hand.

  • They are keenly aware of their own strengths and weaknesses, as well as those of their partners and of the competitive and other environment influencing them.

  • They are self-starters with high standards of personal integrity, reliability, and an internal locus of control.

  • They are thirsty for achievement beyond material status and money, with well defined goals and a focused direction.
  • They are interpersonally supportive and nurturing team players, not interpersonally competitive or lone wolves.

  • They are patient leaders, capable of instilling tangible visions and managing for the long haul.  

  • They are adept at conflict resolution, knowing when to use logic and when to use persuasion, when to make concessions and when to exact them.

Current Interpersonal Standing

Many of the “soft skills” identified for successful entrepreneurs, for example, having an internal locus of control, good listening and nurturing abilities, high standards of personal integrity, perseverance and determination, are already good strong points, and alluded to by my INFP personality categorisation under “Keirsey’s Temperament Sorter”, and through an emotional intelligence rating of 131.   Some years ago I also engaged in similar personality assessments, and the reports received back particular to INFP’s was both accurate and revealing.  

Significant INFP personality traits mentioned in this report were;

  • Idealistic and perfectionist tendencies, with strong value systems
  • Highly intuitive and warmly interested in people, valuing deep and authentic relationships
  • Interest in many subjects, but with a tendency to mentally wander
  • Service-orientated - usually putting the needs of others above their own
  • Future and growth-orientated, always wanting to be developing in a positive direction
  • Creative and inspirational, original and individualistic – “out of the mainstream
  • Flexible and laid back, unless a ruling principle is violated
  • Dislike of conflict, yet make very good mediators
  • Dislike dealing with mundane details, cold logic and routine work
  • Prefer to work alone, so can have problems working in teams
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Throughout my continuing MBA studies, I have learnt that entrepreneurial leaders rarely achieve brilliance alone,  but rather through committed and supportive team work , thus my goal of balancing personal urges for quiet solitude with interdependent social values is surely a step in the right direction.

Other weak areas include a lack of focus and being easily distracted, for example, starting things passionately and not following them through to completion. This unfortunate trait is accentuated by poor time management, procrastination and the general avoidance of organised detail.

Current Managerial and Leadership Standing

Knowing that I already have many ...

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