How Self-Aware Are You? In the article The Manager’s Job: Folklore and Fact (1990), Henry Mintzberg describes managerial work as a set of different roles which include interpersonal, informational and decisional roles. Managers are entitled to formal authority and their role is important and interdependent with others both inside and outside the organization. As managers become the “nerve of the organizational unit” (p.169), they get an opportunity to obtain information from their interpersonal relations. They will process this information to make a decision for the organization. Introspective and self-aware are important characteristics that relates to effective management. The main focus should be on manager’s understanding and response “to the pressures and dilemmas of the job” (p.173). As managers face with new challenges, assistance is unavailable from management science so they tend to rely on their intuition to find solutions. For instance, managers need to find ways to improve the production process in response to technological obsolescence. A manager who has an introspective personality is more likely to enhance his learning and perform his duties effectively.
On the other hand, the article titled “Managing Oneself” by Peter Drucker (2005) is based on deep understanding of an individual’s strengths, performances, values, interpersonal skills, belongingness, and greatest contribution. With response to the five questions posed by the author, I have done a self-reflection exercise.
First, my prominent strength is my competence in math and business. To fully realize this strength, I have pursued my accounting degree. Second, how one performs is a matter of personality and learning technique. Common personality traits, such as a being a reader or a listener, determine an individual’s performance. In my case, I am a listener like Lyndon Johnson (p. 103).