Organizational Behavior: Self-Assessment

Topics: Decision making, Management, Cognition Pages: 7 (1913 words) Published: December 4, 2012
【Organizational Behavior】Individual Report
* Introduction
The self-assessment tools can be a good way to test personal, management and organizational abilities, performance and goals. They provide guidance when developing a team or an organization. Also, they help people understand themselves to pursue a suitable career or find their weakness they can try to improve afterwards. Since the topic of this individual report is the assessment of myself and then to analyze the strength and weakness of me for being a new manager, I would like to start with the question: “What is a manager?” In “The Practice of Management (1954)” written by Peter Drucker, one of the most influential management gurus, he talks about what it means to be a manager and states that there are five principles of management: 1. Setting objectives

The manager sets goals for the group, and decides what work needs to be done to meet those goals. 2. Organizing
The manager classifies the work, divides it into manageable activities and further divides the activities into manageable jobs. He/she then groups them together to form an organization structure and selects people to accomplish the tasks that need to be done. 3. Motivating and communicating

The manager creates a team out of the people that are responsible for various jobs. He/she does that through decisions on pay, placement, promotion, and through his/her communications with the team. Drucker also referred to this as the “integrating” function of the manager. 4. Establishing measurements of performance

The manager establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance. In addition, the manager also communicates the meaning of the measurements and their findings to his/her subordinates, superiors, and colleagues. 5. Developing people

With the rise of the knowledge worker, this task has taken on added importance. In a knowledge economy, people are the company’s most important asset, and it is up to the manager to develop that asset. In this individual report, I’ll depict my results of the ten self-assessment tools from textbook and use the result to analyze whether I am suitable for being a manager based on Peter Drucker’s five principles of management I just wrote above.

* Self-Assessments
Here are the ten self-assessment tests (I have combined “cognitive empathy” and “emotional empathy”) that have been undertaken for this assignment:

1. Individualism-Collectivism Scale
This self-assessment estimates my level of individualism and collectivism. Although the two factors were once considered as contradict each other, researchers now see them as separate values. Hence, this assessment contains two parts: individualism and collectivism. People have high individualism value freedom and personal achievement while people have high collectivism value cooperation and harmony. The result indicates that I have low individualism and high collectivism, which means that independence is not so important while teamwork is much more essential for me. Seeing the company as a whole and thinking of every employee as interdependent to one another help a manager organizes the structure and allocates jobs properly. But when managers establish system for performance measurement, they should also pay attention on personal contribution and reward them as an individual because subtle competition may inspire workers to contribute more, become more innovative or excel in their responsibilities. Individualism|


2. Locus of Control
The work locus of control scale estimates how deeply I believe that I can control over things in workplace. The result shows that I have internal locus of control, which is true because I think despite being affected by fate or powerful others, people can always achieve what they want as long as they make great efforts. I think it’s a strength for being a manager because when evaluating...
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