Although 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 their best (Daft, 2014). Self-assessment of these skill sets help determine a prospective manager current aptitude in these areas and provide focus as to skills one may need to study, increasing the individual aptitude in said area of skill. Individuals and collective strengths play a vital role in the systematic incorporation to measure of 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 strategically 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, as an example is if you are an interactive learner or self-directed learner.
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 stressors in learning environments or work environments that observed by the individual as a hostile environment, 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. .
tion. It is apparent with my future goal and desire to be an effective manager that the most valuable of these is human skills with the ability to coach, communicate, and share the load in a team environment coupled with ability to listen and build positive relationships. The 21st century has many challenges that await for an individual manager as well as an organization and the more prepared we are to work together as a team embracing these challenges the more success we can bring to our organization together. Mahoney and Kor (2015) “subscribe to the notion that investments in firm-specific 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).
