Managing Oneself By Peter F Drucker Management Essay

Managing Oneself-importance By Peter F Drucker Management EssayIn his article, Managing Oneself, Peter F. Drucker establishes the correlation between advantage and self-awargonness. Success in the knowledge economy comes to those who know themselves, their strengths, their values, and how they best perform. We impart be able to achieve results, remain competitive and be successful by shrewd our strengths and limitations. Furthermore, by knowing our strengths and limitations, we butt end position ourselves where we can best contribute and excel within the organization. Drucker suggests a self-assessment using the take overing questions.What Are My Strengths? tuition more about our strengths can be done through feedback analysis, and also by comparing expectations versus results. Knowing what our strengths are go forth allow us to maximize our potential in areas in which we can excel, instead of wasting epoch trying to cultivate skills in areas of little or no proficiencies. Kn owing our strengths ordain let us determine where we belong.How Do I Perform? The way we perform is a matter of personality. Everyone performs distinctly and how we perform is unique. Recognizing if we are a endorser or a listener, as well as, identifying how we learn, can help us find out how we perform. Understanding how we perform is essential to prevent wasting fourth dimension and effort in trying to change the way we learn and operate. Instead, it is far more advantageous to improve our performance and try not to take on work we cannot perform well or perform at all.What Are My Values? To work in an organization whose value system is unacceptable or incompatible with ones own condemns a person both to frustration and to non-performance. People and organizations beget values. In order to perform well or be in force(p) in an organization, both the values of the organization and the individual must be close becoming so they can co-exist. Value conflicts can result in frust ration and poor or non-performance therefore, values should be a primary focus in situations in where personal values are not in sync with an organizations.Where Do I Belong? Knowing our strengths, how we perform and our values can help us answer the question, where do we belong. This is important because by knowing where we belong, we can place ourselves where we can make the greatest contributions within the organization. It also can help us to select the tasks and responsibilities in which we are more seeming to excel found on what we know about our strengths, performance and values.What Should I Contribute? Or what should my contributions be? Contributions to our organizations should make a difference for the better. Its results should be panoptic and measurable. In addtion, contributions should be based on our given strengths, performance and values, and follow a course of action what to do, where and how to start, and what goals and deadlines to set.Managing oneself require s a high degree of self control, self awareness and social skills. Since we are all part of society, we all should be aware of our relationship responsibilities. This is recognizing that an organizations composition includes people with different values, strengths and performance levels, knowing them get out help us work better with opposites and accomplish more. With regard to relationship responsibilities, it is also important to take responsibility for communication. Effective communication helps to build consensus, increase efficiency and building trust. Through stiff communication, we can learn and understand fragments of our organizations to ensure we are in sync to achieve our goals and provide our greatest contributions to our firms and society.What leaders Really DoBy John P. KotterIn his article, What Leaders Really Do, Kotter establishes the difference between managing and leading. The key distinction he makes is that management involves coping with complexity and le adership has to do with coping with change. Good management brings a degree of order and consistency to key dimensions like the quality and profit qualification of products. According to Kotter, managers recruit stability while leaders press for change, and only organizations that embrace both sides of that contradiction can thrive in turbulent times.Although there are undetermined differences between managing and leadership, proceedsive leadership cannot be achieved without good management. Management has to do with objectives and results. It does require planning, organizing, leading and controlling. An effective manager will find or will administer the necessary technical and human resources to get things done effectively this is, with the lowest cost and in the fastest time. Leadership, in contrast, has to do with the social formula of managing. In our organizations, leaders set up the direction and vision. A manager will make sure to plan accordingly and direct the necessar y resources to follow the direction or vision of our leaders in their organization.Kotter also lists the following as activities that leaders dont do They dont make plans, they dont solve problems, they dont even organize people. What leaders really do is prepare organizations for change and help them cope as they struggle through it. Leaders renovate change and prepare organizations to manage change. However, based on my work experience, I disagree with the author on the idea that leaders dont plan, solve problems or that they dont organize One can argue that a leader may not has the same level of involvement as a middle manager or supervisor in performing these activities til now effective leaders do have to make plans, resolve problems and organize even move people. The degree of contribution of a leader carrying out these actions will depend on the type of leader they are, the situation they are in and organization they are leading. Another idea that is presented in this artic le is that leadership has nothing to do with having charisma or other exotic personality traits. Although it is true that being charismatic is not a requirement to be a leader, it has been exhibit by many studies and theories that a charismatic leader has a authoritative effect on their following. People compulsion to be led by these individuals They inspire and motivate, which in turn makes it easier for a leader to effectively influence others to act or change and work toward achieving the leaders vision. After all, this is the very essence of effective leadership, to inspire and influence others to act and change.What makes a leader?By Daniel GolemanThe term emotional intelligence was introduced by Daniel Goleman in 1995. In his research at to the highest degree 200 large global companies, he found that in addition to intellectual abilities and technical skills, effective leaders are alike in having a high degree of emotional intelligence. The five components of emotional i ntelligence are self-awareness, self-regulation, motivation, empathy and social skills. The first three components of emotional intelligence are self-management skills, the last 2 have to do with the persons ability to manage relationships with others.Why emotional intelligence is so important for leaders?Self-Awareness and Self-Regulation The ability to recognize, understand and control our emotions plays an important habit in decision making in business. People who know how their feelings and impulses affect them and affect others, can make better decisions and can adapt to changes more easily. motivation Effective leaders are driven to achieve. Their passion goes beyond money and status. Motivation ensures organizational commitment and plays a role in the levels of optimism within the organization.Empathy carefully consider employees feelings along with other factors in decision making. People feel better when they are led by someone who cares and understands them. Empathy imp acts productivity and effectiveness in team work and in retaining talent.Social Skills Knowing that in business, as well as, in many other professional fields, nothing important is cultivated individually. Using effective interpersonal skills and networking allows leaders to effectively get the job done through others.In the organizations in which I have been a member of, emotional intelligence has made the difference between effective and ineffective leaders. On many occasions, high technical and intellectual skills of managers have not been enough to make them effective in their efforts to lead teams or the organization in general. In contrast, managers and CEOs who seem to know themselves well, understand and control their emotions, seem to project their positive attitude and approach onto other members of the organization. They can see the bigger picture in situations of conflict or problems. They remain in control, not allowing their feelings or emotions to step in with their decision making process, and come up with creative solutions that others within the organization were unable to see (perhaps because they let their feelings and negative thoughts get in the way). They remain positive and can efficiently motivate others even in situations when the odds for success seem against them. They also show empathy and genuinely care about others many of them are involved in activities or programs that help their communities or are mentors for their employees. There is consensus in the way they are perceived. Everyone agrees they are people persons with a natural ability to maintain and build relationships in and outside the organization. More than relationships, they establish bonds, partnerships and networks that help to influence to get the job done effectively. More importantly, they seem to always run across for the upside or positive side of an issue and make people feel good about being part of the organization, which has a direct effect on productivi ty and success. They lead by example and treat everyone with respect. For me, these traits and abilities represent what emotional intelligence is and they are as important as technical and intellectual skills in order to lead effectively. Mastering the components of emotional intelligence can make the difference in the effectiveness of a leader.What Every Leader necessitate to Know About FollowersBy Barbara KellermanThere is no leader without follower(s). The relationship leader-follower can be described as interdependent. They need each other to exist, and they impact each others actions and behaviors. Many of us share the perception that a follower is someone who willing accepts anothers ideas, vision or assignments, sometimes unconditionally or without questioning the purpose or reason their leader has. Historically, because leaders were in positions of power or authority, followers simply acted as compliant subordinates. According to Barbara Kellerman in her Harvard Business Re view article, What Every Leader Needs to Know About Followers, the relationship leaders-followers has changed. A confluence of changes- cultural and technological ones in particular- have influenced what subordinates want and how they behave, especially in relation to their ostensible bosses. The advances in technology and globalization have resulted in less usable power for leaders. Followers now have access to information and tools that were not available to them in the past. The trend in todays business environment is that followers think of themselves and act more as step down agents by not being totally dependent on or submissive to their leaders ideas or objectives. More often than not, followers now can challenge leaders decision. For this reason, leaders are now more careful in the way they treat their followers. They are aware that their actions may be candid to scrutiny, not only by their followers, but also by their organization and the society as a whole. Additionally, because power is now shared in intimately modern organizations, leaders look for followers feedback and embolden. At the same time, followers can impact a leaders behavior. For example, they can withhold support from a bad leader and support good ones, or organize themselves to pursue an objective that challenges or blocks their leaders action.Just as there are different types of leaders, there are different types of followers. In general, having high technical skills, knowledge and emotional intelligence are associated with being a good leader. Leaders and followers have similar traits or characteristics their differences are related to their behaviors and roles. In my personal experience, good followers challenge their leaders. With their knowledge and use of available information, they invest time in making judgments about their leaders. They also contribute to a cause or organization with their engagement and passion. Good followers also actively support a leader who is effec tive and ethical, and will actively oppose an ineffective or unethical lerader. Good leaders are essential for successful businesses. At the same time, good followers have a direct impact on strengthening their leaders actions through their support or weakening their leaders to their lack thereof.