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The
first week of our lecture was about the managerial aspects. It is generally referring
to the management styles and different techniques that a manager can adopt to
run an organization effectively. After learning about the managerial mindset I
critically analyze myself as a future manager. In my opinion, a good manager
should have thoughtful mind-set. A reflected state of mind allows the manager
to be more thoughtful and reflected, to look at accustomed experiences in an
innovative light, and to create the conditions for the development of
innovative products and services. A manager should manage his organization with
an analytical mind-set. Logical mind-sets make sure that you make your
judgments based on detailed quantitative and qualitative data. In my
perspective, a manager should interpersonal in organizational nature. As a
future manager, I will surely represent my working team with my whole
organization and with the whole community. I will hire, train skilled, and
encourage employees. I will also sustain contact and communication with
stakeholders and colleagues external our instant chain of expertise.
In
future practices, I will manage my organizational culture with collaboration
and communication mindset. Collaborative practices and mindset nurture
relationships between the people and the teams that would make our services and
products. As an alternative to managing people, I will mainly focus on handling
my relationships with my organization. I will surely Lead by engaging them. The
mindset of a good manager should decisional. I will adopt the best techniques
to make my decisions situational and best for my organization. It will help me
as well as my organization to run in very effective manners. I will manage crises triggered by, suppliers, systems,
customers, or accidents. These are some of the many managerial mindsets and
techniques which I learned from my first lecture and decide to adopt then in my
future practices.
In
the second week's lecture, we learned about the emotional competencies.
Emotional competence defines as a person's capability to freely express their own emotions and derive from
emotional intelligence, that is, the ability to identify emotions. Competence
is the skill level with which a person interacts beneficially with other
persons (Saarni, 2000). In the week two lecture, I learned a lot about
emotional intelligence. With the help of emotional competence, people can
respond to their own emotions and those proficient by other individuals. A
person can react correctly when somebody's experiences like feelings of fear
anger and pain. Emotional competence is considered to
be the functional capacity which helps a person in achieving his goals after an
encounter that evokes emotions. In my opinion, emotions are the building blocks
of self-efficacy. We can use emotions as a set of different skills which can
lead to the expansion of emotional competence. The acquisition of emotional
competence skills is critical for self-efficacy. I
can state my theoretical position on theories on emotions, cognitive
development, and social learning. My theoretical approach in each of these
areas will be integrative and will focus on self-development with a strong
socio-constructivist perception. I enjoyed the cultural and popular theories of
emotional regulation during the second week. It also included an interesting
section on the influences of parents and peers on emotional regulation. From my emotional skills class, I
discovered that I appreciate the ability to think logically found in emotion:
to describe the importance of feelings, to attach them, to also use emotional
knowledge as a base for thought and making decisions.
In
the third week's lecture, we learned about some aspects of culture and
diversity. I concluded that Cultural diversity occurs when differences in
population are well portrayed within a culture. That includes class, gender,
maturity, power, nationality, ethnicity, social class, gender, ideology, or
attraction regarding socioeconomic status.
The community is inclusive of serving a huge range of communities. When
applied to the workplace, cultural diversity has grown into a hot-button
problem. It could advantage the work environment. People of different
backgrounds have diverse perspectives. Their commitment makes it possible for
the group to look at troubles from all directions. The results are commonly
innovative. To strengthen diversity, it must be respected to incorporate
theology. It is even more relevant than this be integrated into the practice of
the company. It takes time and patience to accept the diversity of people.
Employees must be willing to be open and immoral about the magnitude of the discrepancies
(Kirmayer, 2004). Without
this commitment, a community can be undermined by cultural diversity.
Differences in the interpretation of events can lead to misunderstandings. If
left untreated, embarrassment and resentment arise. Prejudice will worsen this
effect. People can make wrong assumptions and interpretations. After analyzing this concept, I evaluate
that The problem with diversity is that it brings a few people out of their
comfort zone. Some experts describe the makeup of the right team as individuals
who come from the same community, race, working background, or social class.
When everyone on the squad has a diverse collection of personal experiences, so
the uncertainties that come up will make you feel scared. Diversity in the organization allows for
the diffusion of strengths and disadvantages so that their impacts are
substantially reduced and maximized. No longer what the criteria of a project
may be, there will be someone who will step up and lead the team to a positive
result.
My concept about business
sustainability that linked with over the past decade, the number of companies
that have switched to sustainable practices has increased significantly. I have
learned about "Business Sustainability", that develops from cradle to
cradle and it is "creating shared value" that is increasingly adopted
by the industry as part of its operational framework. Industry practices are
changing and sustainability is paramount. Businesses go beyond legal compliance
(Olson,
P.D., Zuiker, V.S., 2003). These efforts
demonstrate the responsibility of the private sector for sustainable change and
provide solutions that combine the for-profit nature of their business behavior
with the pursuit of social and environmental well-being. However, I learned
that the relationship between the private sector and the sustainable
development agenda is complex and fundamentally paradoxical. The capital system
in which our industry is supposed to operate is based on the "use" or
exploitation of potential opportunities. It, therefore, remains difficult to
draw boundaries: to what extent can companies be considered sustainable if resources
are used continuously, this question arises in my mind. I also learned about
how measures to reduce the social and ecological impact while the company
continues to use natural capital to be considered "real" sustainable.
It would depend on how one defines ‘sustainability’. I was allowed to learn a unit
of Business Sustainability and put this practice this term.
Reflection is the part of my
learning and it is discussed from the dialogues we had over this six-week
period– those around the nature of and rhetoric used in describing sustainable
businesses – that has prompted me to outline some of our discussions in this
piece. There are some takeaways that I believe are worth sharing and brought to
the fore when discussing sustainability in the business context. Specifically,
what is meant by a “sustainable business”; how one could look like; and more
importantly, how one should look
like.
I had the opportunity to learn
a unit of Business Sustainability and to put this practice in this term.
Reflection is part of my learning and is discussed based on the dialogues we
had during these six weeks - those related to nature and the rhetoric used to
describe sustainable businesses - which prompted me to discuss from some of our
discussions in to sketch this piece. There are some things to remember that I
think to deserve to be shared and come to the fore when we are talking about
sustainability in a business context.
In this reflection, I get the concept of management and leadership.
Leadership is an important function of management, which helps to maximize
efficiency and achieve organizational goals. The directives here mean teaching
subordinates how to effectively and efficiently do their jobs attempting to
critique and develop my leadership and management skills, as this is necessary
for the changes needed in the improvement plan (Mujtaba, 2013). In this phase, I established my strengths in
leadership and my needs for growth. I have used colleagues' self-assessment and
suggestions in the context of my colleagues. I also reflected on my vision and
leadership style and defined other areas that could make me a more flexible
leader, as it is crucial for the person to develop those skills that will
support me in the future workplace.
I formulated a SMART (specific, measurable, goal-oriented, practical,
and time-bound) action plan (Lunenburg, 2011). Leadership is vital and central in today's world. My dream of
leadership is to be a transformational leader. This type of leader can express
his dream, inspire his team, and gain engagement that promotes success. I want
to inspire my workers by offering them targets that seem appropriate and within
their means. This will give them a diverse and stimulating professional life,
and their interests will grow and grow. That was highlighted in my comments I
talked with my friends about. It's not always possible at times and I will get
into a transaction manager in tough times.
I still get the impression that the "reward and penalty" that
characterizes transaction management falls into play when I have to express
expectations that people resist. My theory of leadership and management is to
be a leader with motivational values and reputation. That should include being
attentive, hard-working, efficient, professional, and welcoming. If I can
fulfill these criteria, I feel as a manager and/or manager I have credibility.
To be successful, it is important to judge yourself and understand
self-awareness. The ability to identify their strengths and areas of
development can lead to setting realistic parameters and using their strengths,
interests, and skills.
Syndicate
Teams is a team of people who are responsible for researching, marketing, and
pricing larger transactions on the sales side, especially corporate bonds,
loans, or stocks. I learned that work in the Syndicate Teams, it is important
for companies trying to launch a new agreement (Buon, 2004). Syndicate Teams is an organized group of
almost everything - businesses, other entities, or even individuals. The group
is organized regardless of the entities that make it up. The main notable
feature of working in Syndicate Teams is that they work together to do some
sort of business to pursue and promote their collective interests. I have
learned through discussion - almost entirely in the case of companies and Syndicate
Teams- the main objective is to promote goods and services and increase profits
for all the companies involved.
The
concept that reflected in my mind that a team is more than the sum of its
parts. It was essential to assess what we did, to recognize, and to combine our
strengths and our contacts to create something stronger than each of us
individually possesses. It also became clear that real dynamics and dynamism
were being formed and we realized that the team itself was developing an
identity much more than the additive talents of the people who make it up.
The
main learning point is not to get involved in the task and to spend time fully
assessing the problem. In retrospect, we should have invited other people to
the team and prepared to spend more time with the main actors than us. We
immediately assumed that the problem was much more complex than it was. I
believe the main notable piece of working in Syndicate Teams is that they work
together to pursue and promote their collective interests.
Reflection is the part of my learning and it is discussed from the
dialogues we had over these six weeks. I learned about
the important topics that I reflected above individually.
In
the first week, I learned from the first term which was managerial mind-set. I
conclude that Managers are human beings, not superheroes. But if they are
somewhat acquainted with yet another way of seeing the world, they can more
quickly understand which qualities are required or change their minds
accordingly. This is the responsibility of leadership and organizational
learning systems to have a shared framework and context through which workers
can keep one but others responsible.
In
the second week, The term was Emotional competency. I learned that Emotional
competence corresponds to the cognitive skills that are necessary for the
identification, understanding, and positive reaction of emotions in oneself
among others. The term implies lightness with others and defines the capacity
to behave and communicate efficiently and successfully.
In
the third week, The third term is Culture and diversity. We all know that our
society forms us, forms our actions and our personality. Culture is our
lifestyle; it contributes to the shared vocabulary, principles, ideals, norms,
habits, and material artifacts that are passed from one generation to the next.
Cultural diversity is essential as our world, our workplaces, and our
communities are increasingly made up of various political, ethnic, and racial
groups. We will learn from one another, and we must have a certain
comprehension from each other first.
In
the fourth week, I learned about business sustainability that promotes and demonstrates the responsibility of the private sector for sustainable
change and provides solutions that combine the for-profit nature of their
business behavior with the quest for social and ecological well-being. I
believe that business sustainability is worth sharing and brought to the fore when deliberating sustainability
in the business context.
In the fifth week, I have learned about leadership and management skills
and apply in various contexts. I give you an example of a group of friends.
When we received the task in a couple of weeks ago, we share the task
responsibility as according to our command. Management skills are also
important to manage things, without leadership management is not possible. According
to my philosophy of leadership and management is to be
a leader with motivational values and reputation. A person must be attentive,
hard-working that wants to lead and manage the organization.
In the
six weeks, A Syndicate Teams is a planned group of practically
everything - businesses, or even individuals. The syndicate group is systematized
regardless of the entities that make it up. The main notable feature of working
in Syndicate Teams is that they work together.
Buon, T., 2004. Not another syndicate group:
Making group work a worthwhile exercise. Development and Learning in
Organizations: An International Journal, 18(1), pp.15-17.
Kirmayer,
L.J., 2004. The cultural diversity of healing: meaning, metaphor, and
mechanism. British medical bulletin, 69(1), pp.33-48.
Lunenburg, F.C., 2011. Leadership versus
management: A key distinction—at least in theory. International Journal
of Management, Business, and Administration, 14(1), pp.1-4.
Mujtaba, B.G., 2013. Managerial skills
and practices for global leadership. ILEAD Academy.
Olson, P.D., Zuiker, V.S., Danes, S.M.,
Stafford, K., Heck, R.K., and Duncan, K.A., 2003. The impact of the family and
the business on family business sustainability. Journal of business
venturing, 18(5), pp.639-666.
Saarni, C., 2000. Emotional competence: a developmental perspective.
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