PERSONAL DEVELOPMENT

Personal Development as a Strategic Manager

Personal Development as a Strategic Manager

'Management is the process of achieving organizational objectives, within a changing environment, by balancing efficiency, effectiveness and equity, obtaining the most from limited resources, and working with and through other people' (Naylor, 1999: p.6). The boost complexity of the employed natural environment and the boost need for better performance focus the significance of the individual development and discovering processes. In addition, Picket (1998) adds that in today environment, managers, must identify the core competencies of their organization. This action will ensure the adequate and appropriate corresponding between the organizational and the personal/managerial competences.

Khandwalla (2004) research results outline management competencies which have been highly oriented in successive managers in different organizations around the world. The centre competencies appear to be generosity enhancing" (p.12). Reliability has a great impact on the ability to earn respect which ultimately helps to mobilize scarce resources in tough situations. Planning ability and time management capabilities have shown appositive effect for taking personal responsibilities. Team building skills are a fundamental source for supportive, effective and comfortable environment. Before inserting the manger need for team work competencies. The author strongly declare that personal traits, values, believes and attitudes are the core personal competencies which may enhance or weaken one ability to manage others. Therefore, self awareness, personal orientation, motivation, emotional intelligence etc' are to be firstly address and training focused in order to increase personal ability to perform, to learn and to enjoy his interaction with the surrounding. (Fields supportive concepts from Bandura, A. (2000); Covey, S. (1988); Gardner, W. L. and Schermerhorn (2004); Luthans, F. (2002). Myers, L and Tucker, M. (2005); Pajares, F. (2002) Robbins, S.P. (2001) and Updegraff, S., (2004)

Dynamic and very quick developed employed natural environment claims for skillful and high promise personal traits and skills. Under these circumstances, performance excellence becomes personal and organizational comparative advantage. Khandwalla (2001) propose, "Performance of the supervisor counts substantially on how well his/her multiple functions are played. In turn, how well these roles are played by the managers of an organization influences the performance of the organization" (p.11). Updegraff (2004), widen the concept of the managerial competence through join learning and the interaction among people in the organization. "If workers can help workers maximize their personal effectiveness and achievement, it than follows that businesses would stand to gain as well" (p.43). McLean, J and Davis, P (2000) emphasis the learning process through relationships when they wrote, "It is through our relationships (intrapersonal; inter-personal; intra-organizational and inter-organizational) that we achieve all of our important personal, organizational and societal goals (p.1)

Updgraff (2004) suggest, "The ability to build and sustain professional relationship is a vital component for personal effectiveness" (p.46) Covey (1988) supports another perspective to the management competence when he writes, "When more than two individuals are involved in the win-win agreements the psychological contact becomes a social contract" (p.9). From the above information it is clear that managerial effectiveness is a mixture of personal skills and environmental ...