PERSONAL REFLECTION

Personal Reflection

Personal Reflection

Introduction

Throughout this journal, I will focus to reflect my goals and ambitions and will let you judge how much successful I am in achieving that. Will try to discuss in the best possible manner, the learned knowledge I got from each and every lecture. I will follow week wise to discuss with you all the theories and techniques regarding this course work. I will try my level best to give a perfect journal regarding this course module.

Week 1

In the first week of the course, like most of the professionals received training and education on how to engage with "other" within an organization and often their careers within organizations are further delayed, limited or even cut short by not having the knowledge that allows you to sustain and grow within the organization. Moreover, there is evidence that many professionals to excel in their professions, engage in activities within these organizations which are at a critical or expelled but eventually become expel (Eric Gaynor Butterfield: "Professional Development and Organizational Development")

It seems that when entering professional organizations do not consider entering a "region" where they can make contributions in excess of their respective professions. I stressed the importance of people and the enormous capacity that I have for the development of the "region", which in our case is the organization: "A region is a reservoir of energy whose origin lies in nature depends upon but man Whose Development. It is a man, who, by holding the land to His Own Purposes, “ITS” Brings out individuality. He establishes a Connection between Separate STI features. I Substitutes for the incoherent effect of local Circumstances of Systematic concourse of forces. It is Malthus that a region defines and differentiates and Becomes Itself As It Were a medal struck off in the effigy of a people (Greenhaus, et. al., 1995, pp. 3-12).

C. Hymowitz ("Five Reasons Why Managers Fail main" Wall Street Journal - 1988) cites five main reasons why managers and executives fail in their jobs as a result of work done by the "Center for Creative Leadership." Interestingly, the findings of this study show that the failure of these professionals not linked to the performance of them but with other motives. They are: 

The inability to have to "get along with others" as in the case of those who "do not listen enough" and lack of interpersonal skills. Usually these people do not accept the criticism and the work context they create makes many of his subordinates prefer to belong to other units of the same company. 

Failure in adapting to change and new situations which usually occurs when the company is under threat from the context or is being subjected to a process of restructuring as in the case of "Mergers & Acquisitions." 

The syndrome of "yo-yo" as when managers and executives want to claim the success of the department or business unit that he wields over the other members. Such selfish behaviour may lead to subordinates alienating like behaviours, which usually happens to people who made significant contributions and can even include some that compete with it in terms of ...