Effective Professional Managers and Management Model

Effective Professional Managers and Management modellingThe reflection on and critical analysis of effective professional theater directors in relation to an effective trouble model.(Wilber, 2015)In this report, we look at the UN baby-sit (profile of an effective patchager). I choose to use the UN form as my initiation for this assignment because I find it easy to at a lower placestand with the substance that its humbled down aims of managerial experience and because of the values it holds. I also hearing 2 experienced managers and asked them approximately their roles, their success and how they improved as a manager. I reflected and rated myself on the UN dumbfound to get a feeling for how considerably I would do in a managerial role. Values the driver of managerial effectivenessThe values of a professional manager harmonise to the UN Model includes Integrity, Professionalism, and Respect for diversity. To sum up the gist managers role per the UN Model they must be a role model to staff, be fateful and understand cultures differences. As a cured Manager, the UN Model expects resilience in the face of external pressures (S.A.R.L, ND), continuous improvement and to intention bothy build a diverse haveforce (S.A.R.L, ND). To the UN Model creation an Organisational leader office grammatical construction a culture of integrity.Emotional competenceTo the UN Model having emotional competence means to be self- witting, wealthy person self-confidence, emotional self-control, to be conscientious, optimistic, achievement oriented, to set out empathy and discretion. As named by the UN Model Detailers are managers that dont follow these guidelines. Being a manager doesnt mean only managing employees work nevertheless also means managing how they feel in the workplace. abstract competenceTo the UN Model having conceptual competence means always having an eye on their environment and the world beyond it (S.A.R.L, ND). These managers practice talking to plenty rough them keep a get in understanding of the work and placemental environment. Effective managers carry out their knowledge of concepts, system persuasion and pattern recognition. technical/substantive competenceThe UN Model tells us that middle managers must be commensurate to apply and share their knowledge (S.A.R.L, ND). Senior managers should ready knowledge sharing and instruction mechanisms (S.A.R.L, ND). Organisational leaders should be adequate to(p) to develop a knowledge sharing and acquisition culture (S.A.R.L, ND). The fundamental principle of technical/substantive competence per the UN Model are Knowledge and culture guidance, knowledge networks, knowledge sharing, train and developing others and continuous learning and development.Managing peopleIn the UN Model, being able to manage people means having peachy communication, teamwork, motivation, and means being able to manage individuals performance. A middle manager should be able to effectively manage people. The expectation of senior managers is for them to create an enabling environment. At an establishmental level, managers should be able to create a towering performance culture (S.A.R.L, ND).Managing action and changeTo the UN Model managers should have unfluctuating and reliable action and change anxiety, decision-making, creativity and innovation, they should also be client and result oriented. At the middle manager level managers should be able to stool things happen and support change. At the senior manager level managers should be able to anticipate and lead change. Organisational leaders should drive for probity and create a culture around searching for confirmatory change.Managing crosswise organisational boundariesEffective managers have a o.k.ly tuned understanding of the departments surface and deeper structures (S.A.R.L, ND). The UN Model relatees for strong organisational awareness, building networks and alliances, and positively inf luencing in the work environment.Section rank (1 = bad, 10 = great)Explanation/critical analysisValuesIntegrity8/10I do what I say Im going to do when Im going to do it.I say what I think is ethical even if its not the popular opinion.Professionalism5/10I elucidate myself at home and sometimes assume people are fine with me being so comfortable at work.Respect for diversity7/10I like meeting k revolutionary cultures and working with them.I have a bit of a lack of knowledge when it comes to understanding culture medium topics and cultural differences.Emotional CompetenceSelf-awareness8/10Interested in learning more(prenominal) more or less myself and how I am during work.Am aware of my emotions and understand what I can do to bedevil myself feel intermit.Self confidence6/10Am decisive. screw sometimes be unsure most where I fit in and can be easily effected by something some angiotensin-converting enzyme says.Emotional self-control7/10Can deal with someone difficult without r aising my voice.I can be tactful.Conscientiousness10/10Keep promises. sure in work.Accept duty for mistakes.Optimism6/10Try to ceaselessly look at both sides.Can sometimes be baffled in disadvantages of doing something.Achievement penchant5/10Dont always push for the absolute best.Can sometimes lack motivation.When there is something I request to do, I work at it until it is fully done.Empathy8/10Am tactful.Could take body language on board more.Discretion7/10Respects privacy.I can keep things confidential if needed.Conceptual CompetenceUse of concepts7/10I can apply concepts to m any different things.Systems thinking5/10Cant always predict consequences of quick fix solutions.Pattern recognition7.5/10Can apply concepts to a new situation.Can identify patterns quite easily.Technical/substantive competenceKnowledge and information management7/10I can identify trends and best practice.Knowledge networks8/10Can make formal and informal connections.Knowledge sharing9/10Try to share m y knowledge as much as possible and in many ways.Coaching and developing others8/10Am interested in swear outing others learnContinuous learning and development8/10Interested in new developments. lancinate to learn.Managing peopleCommunication9/10I can pass clearly with many different cultures.Teamwork8/10Work puff up with others.Try to include everyone.Motivation6/10Can sometimes leave things that dont feel as necessary behind.Managing individual performance7.5/10I use praise accordingly.Find it easy to address low-down performance.Managing action and changeAction and change management7.5/10I like making sure things get done.Decision-making8/10I am very decisive.I can say no when it is needed.creative thinking and innovation7/10I try to think of new ways of doing things all the time.Client orientation8/10I can anticipate clients needs before they decide they need it.Results orientation6.5/10I am interested in rewarding profound results and try to keep the focus on the result a nd how we get there.Managing across organizational boundariesOrganizational awareness4/10Need work on understanding the legalities and limits of organisationsBuilding networks and alliances8/10I am interested in building strong and positive alliances inside and outside(a) of the company.Influencing6.5/10I try to positively influence people to do the right thing by example.In this investigation we asked questions about the interviewees management rolls.In both interviews, we asked the same questionsWhat business are/where you in?How big have you been working in this field?How successful was/is the business?How did you help the success of the business?What do you do when people number one a job?What do you think makes a ripe manager?How do you improve yourself as a manager?Do you have any advice for someone going into management?In the first interview, we talked to a man named Arwyn.His answers to our questions were as followsHe was the head of department at a university for 16 ye ars, also a senior lecturer.He has been working in the information field for 25 years.He was in the business from 15 students all the way to 400 students.He had many long-standing staff and says teamwork and collective responsibility were ways he contributed to making the business successful.When somebody starts working under his management he conducts training, he observes their ability, he assigns a mentor and monitors their progress.He said that good managers are loyal to the organisation, honest, teamwork oriented, they have integrity, they understand the organisation and they think about what they can do for the organisation not what the organisation can do for them.He says that managing is always a learning process and involves sharing experiences with others.His advice for someone going into management was to be humble and patient. congenator to un modelIt seems Arwyn piece great value on empathy, knowledge sharing, coaching and developing others, teamwork and influencing s taff positively.He took the interview very seriously and presented himself professionally. This shows that he has great values as a manager.In the second interview, we talked to a woman named Parvinder.Her answers to our questions were as followsShe worked in a Caf 7 days a week as a manager.She has been working in management for 15 years.The business was very successful for a number of years but the recession hit the business hard.She feels she helped the success of the business by charge with the times.When people start the job, she goes through an introduction, an orientation and training.She said a good manager should motivate, inspire and lead.As a manager, she improved herself by learning from her mistakes and by looking for new ways to innovate.Her advice for people going into management was that it isnt easy, you need people skills and a passion to lead.Relation to un modelI believe Parvinder has strong conceptual competence and organisational awareness by the way she looks for ways to improve, I think she tries to provide a place for teamwork to thrive.How I feltIn both interviews, I felt confident in the questions I was asking, I feel that I could have asked more informal questions to make both me and the interviewee feel more comfortable.What I sawWhen Arwyn came into the way he asked if he could sit down and he also put on a tie. Both interviewees where slightly reserved at the start but near the end they both felt more comfortable.What I thoughtI thought both interviewees where very knowledgeable about management, I noticed they hardly gave closed answers and that they held strong values around professionalism.What I learntI learnt the value of working as a team, being professional and having integrity. I also learnt that being a manager or working in general is more about what you can do for the organisation more than what the organisation can do for you.What I would do differently in an interview settingI would try and make more small talk at the start to try and make the interviewees more comfortable, I would also try tailoring my questions to suit the interviewees better by implying certain answers.What I could/would do better in managementIf I were a manager I would try to hold strong value on presenting myself professionally, managing with teamwork and clear communication. I would make sure empathy was one of my main goals to make sure my team was in a positive mindset and happy.I think that both interviewees where very knowledgeable about management. They both put great value on teamwork and developing a communication culture. I feel Arwyns management style was much more collective and team oriented while Parvinders style was more about leading and resembled a more classic idea of management.In this report, we looked concisely at the Kotter Model and more in depth into the UN Model. We looked at my individual(prenominal) reflection on the UN Model and applied the model to two interviews with managers with a lot of experience.References S.A.R.L, M. (ND, ND ND). ProfileManager_v4. Retrieved from HR Portal https//hr.un.org/sites/hr.un.org/files/Profile%20of%20an%20Effective%20Manager_0.pdfWilber, K. (2015, December 15). A Brief Look At Management Practices. 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