- May 5, 2020
Portfolio Reflection Paper
PORTFOLIO REFLECTION PAPER 1
Managers should endeavor to provide a favorable work environment fortheir employees. It is essential to create a schedule that considersthe skills of each staff member. Employees rely on the management toprovide leadership and direction. Williams (2013) shows that feedbackis needed for the sake of guidance. Managers also have to submitregular appraisals of the work done by their staff. Consequently,employees would have an opportunity for progression. In this regard,managers must create an environment that allows for career growth anddevelopment. Seminars should also be organized to enable employeesdevelop essential skills and acquire expertise. Dyer & Dyer(2013) state that managers should arrange for team-buildingactivities to encourage collaboration. It is critical to buildinterpersonal relationships with employees and learn their personalcircumstances.
On the other hand, managers must avoid prying into confidentialmatters. They should also desist from making comparisons betweendifferent workers. Each employee has unique skills that need to benurtured rather than suppressed. Managers should avoid makingoutrageous demands that supersede the capabilities of theirworkforce. Harper (2015) states that the roles and tasks assigned toeach employee must be clearly defined to avoid duplication ofefforts. Managers must also learn how to conduct effectiverecruitment based on the needs of the organization. Hence, they wouldavoid hiring people that are unproductive or uncooperative.Additional training may be necessary to help such workers develop therequired skills.
Brown & Treviño (2013) propose that managers should serve asrole models to the employees. In this regard, they would avoidspeaking negatively about other supervisors. Conscientious managerswill also develop a proper attitude regarding work assignments.Therefore, they should endeavor to adhere to established rulesconcerning personal calls and punctuality. Delegating is also animportant part of empowering workers and creating a pool of futuremanagers.
A consideration of the material has revealed several strengths andweaknesses with regards to my management skills. In particular, Ihave appreciated the importance of providing instant feedback toemployees. Workers who receive prompt appraisals manifest an improvedlevel of performance. Hence, it is not necessary to wait tillofficial reviews before addressing a particular problem. Furthermore,I have learned the value of making oneself available. In manyinstances, managers concentrate on their workload and ignore theneeds of their staff. It is critical to provide guidance and supportto enable employees to accomplish their assignments. I need to learnhow to develop my emotional intelligence such that I can listenactively to the concerns of all workers. Employees appreciate whenthey have numerous opportunities to ask for direction. It may beproper to visit different workers at their stations to ensure unityand cooperation.
One of my foremost weaknesses concerns striking a balance betweenmicromanagement and laissez-faire. A hands-off leadership style posesenormous risks, especially if the worker misunderstands explicitinstructions. On the other hand, supervisors deny employees theopportunity to learn when they foster micromanagement. Many workerswould fail to achieve job satisfaction if they lacked relativeautonomy. I also need to set clear boundaries to ensure objectivitywhen making tough decisions.
Nonetheless, I have identified how to develop my strengths as amanager. For example, I have to continually define goals that aresimple, measurable, achievable, realistic, and time-sensitive. Theobjectives of the team need to be aligned to the organization’smission. Moreover, it is vital to learn the motivations of specificworkers. Some employees may be inspired by extra responsibility,achievement, greater work/life balance, a sense of camaraderie, orpraise. Therefore, I will become more effective as a manager when Iemphasize my strengths and mitigate my weaknesses.
Brown, M. & Treviño, L. (2013). Do Role Models Matter? AnInvestigation of Role Modeling as an Antecedent of Perceived EthicalLeadership. Journal of Business Ethics, 122(4),587-598. http://dx.doi.org/10.1007/s10551-013-1769-0
Dyer, W. G., & Dyer, J. H. (2013). Team building: Provenstrategies for improving team performance. Hoboken, N.J.: JohnWiley & Sons.
Harper, C. (2015). Organizations: Structures, processes, andoutcomes. New York, NY: Routledge.
Williams, C. (2013). Principles of management. Mason, OH:South-Western/Cengage Learning.