INTRODUCTIONAlthough it’s argued, a manager in the 21st century needs to possess a wide range of skills and attributes, theorist condense this into three skill levels consisting of conceptual, human, and technical skill sets pertinent to managing a department or organization effectively, as to enable people to perform at their best (Daft, 2014). Self-assessment of these skill sets help determine a prospective manager’s current aptitude in these areas and provide focus as to skills one may need to study, increasing the individual aptitude in said area of skills. Individuals and collective strengths play a vital role in the systematic incorporation to measure business inputs and outputs of personnel, and organizations meeting challenges of work value, culture impact, and personal. Self-assessments curve the design and development of strategies and practiced policies, as well as, can define long and short-term goals of an organization with measurable goals. (Daft, 2014)Individuals can learn many things from a self-assessment; an example is if you are an interactive learner or self-directed learner.Order now
Strengths and weakness of an individual’s personal style is a goal of these self-assessments to provide direction of growth. Self-assessments can promote desired cognitive development from this self-reflection. Adversely, emotional or social stresses in learning or work environments that may be observed by the individual as hostile, could cause the inner resources of the individual to shut down from the stress. Learning no longer will occur and the individual will become ineffective.One study showed just that. “The present study sought to better understand relationships among neuroticism, negative career thinking, and coping and how the.
.human capital create an important pathway to building and enhancing a firm’s core competencies. We maintain that a stakeholder approach to the governance of investments in firm-specific human capital is likely to be a synergistic, win-win methodology in the long term” (p. 304). Consequently, if an organization considers an individual, after years of investment grooming said person, as falling below cognitive acceptance of that organization, with ineffective skills in communication, practices, poor work relationships, and interpersonal skills, then termination would be under consideration. Rather, would it not be a win-win opportunity for change into the 21st century to invest further into managers of sound conceptual, human, and technical skills, driving home the human aspect of the organization to lead by example by coaching and placing teamwork as a core competency?