Developing Global Management Competencies

This document discusses the development of global management competencies and the importance of self-awareness and continuous self-development for fulfilling the role of a manager or leader. It includes reflections on critical incidents using self-analysis toolkits. The document provides insights into the significance of self-awareness, managing ambitions, embracing mistakes and failures, and continuous self-development. It also explores the findings of self-analysis toolkits and their impact on behavior and future development.

DEVELOPING
GLOBAL
MANAGEMENT
COMPETENCIES

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
Fulfilment of role as a manager through Self Awareness and Continuous Self Development1
TASK 2............................................................................................................................................3
Critical Incidents Reflection...................................................................................................3
TASK 3............................................................................................................................................8
Summarising Major Strengths and Weaknesses.....................................................................8
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10

INTRODUCTION
Management refers to an act which is related to amalgamation of planning, organising,
directing and controlling the resources and functions of an organisation to ensure achievement of
its objectives appropriately (Elegbe, 2016). It is necessary for individuals to develop global
management competencies if they wish to pursue their careers as a manager or a leader in future.
It is a highly imperative activity which ensures personal reflection upon the competencies and
using different tools and directions towards achieving the set goals. Hence, in regards to this, the
report below is based development of management competencies and includes a detailed
explanation of how of self awareness and continuous self development would help in fulfilling
role as a successful leader or manager in future. Along with this, the report also covers two
separate critical incidents and reflection upon findings and implications from two self analysis
toolkits. In addition, the assignment includes summarising major strengths and weaknesses and
comment on any patterns or behaviour that have emerged from self analysis.
TASK 1
Fulfilment of role as a manager through Self Awareness and Continuous Self Development
A manager is a highly imperative and effective role, who is responsible towards a complete
management and coordination of a group or an organisation (Tench, & Moreno, 2015). In
addition to this, manager can sometimes interlinked and used in place of Leader, which is an
essential part of management and is a person responsible for leading the overall organisation
towards achievement of their targeted objectives. Therefore, there are various skills,
competencies and attitudes which are essential for an individual to follow if they wish to enhance
their career as a successful manager. In addition, various methods and principles are supportive
for a person towards fulfilling this role in the future as a manager or leader which must be taken
into account to apply these in a constructive manner to build up the necessary competence (Kim
& McLean, 2015).
One such activity or practice is Self Awareness, which refers to a clear insight within one’s
own personality, traits, skills and knowledge, which allows them to appropriately recognise their
competence towards pursuing desirable roles in the future. For instance, it has a very major
contribution in allowing a person towards being an effective manager. Some of the ways in
which it assists in fulfilment of role of a manager is explored below:
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 Reflection upon Experiences:
One of the most effective things within self awareness is that it provides an opportunity to a
person to be able to reflect upon their past experiences. It helps a person towards realising their
performance in that particular experience which makes them aware about their strengths and
weaknesses (Dolan & Kawamura, 2015). For instance, if a person could not perform well under a
very complex situation or if a person did exceptionally well in a time bound situation, and then
this enables people into assessing their weaknesses and strengths within a particular situation.
Therefore, this further drives them towards either leveraging the strength or improving their
weaknesses which is an essential pathway towards becoming a manager in future.
 Managing Ambitions:
Another reason how self awareness will help in fulfilling the role of manager or leader in
future is that it enhances the scope of management of ambitions. For example, being a manager
does not only mean to keep the firm’s numbers profitable as their role is to think beyond that.
Therefore, self awareness helps individuals realising their ambitions and manage the same
through development of realistic and achievable targets in the future.
 Embracement of Mistakes and Failures:
Each job role required perfection and high level of practice, which could not be guaranteed
without failures or mistakes. Hence, Self awareness is an effective tool that ensures that a clear
insight and appropriate assessment is made by a person upon their mistakes and failures.
Through self awareness a person could ensure that the mistakes or failures which they have faced
within their past might be a stepping stone for them in becoming better and improving the same
by a detailed assessment and efforts towards mending the mistakes and weaknesses leading to
failures.
Apart from this, another element which is highly imperative towards supporting in fulfilling
the role as a manager is Continuous Self Development (Ramsey & et. al., 2017). This element
refers to a consistent practice in relation to improvisation in one’s skills and competencies.
Within any job role, it holds a very significant place towards fulfilment of that particular role due
to the fact that a consistent development in competencies is desirable in each job after a certain
amount of time. In case of the role of a manager, Continuous Self Development helps in
following way:
 Motivation:
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One of the most effective ways through which continuous self development helps in
fulfilling the role of manager is through motivation. Through this practice, a person experiences
consistent betterment and more effective results in one’s calibre, which allows them to stay
focused towards their career paths and motivates them towards becoming better manager. For
example, it would be helping me and other aspiring managers by taking up different activities,
such as training, which would improve various skills such as planning, controlling, directing and
so forth which we possess but are yet to master to become better managers in the future.
 Adaptability to Changes:
Another contribution of Continuous Self Development over becoming effective manager is
that it would help in adapting to change. For example, with the current trend of employee centric
management is being followed, the future would witness a more depth within this trend.
Moreover, with global pandemics like Covid-19, it would enhance responsibilities of managers
towards their subordinates, which requires the managers to change their styles which would be
suiting the situation in the future. With continuous self development, these individuals would be
learning the necessary skills and mindsets which are necessary towards sustaining to the change
in an effective manner.
 Transition of Knowledge:
This again is a very crucial way through which continuous self development would help
fulfil the roles of mangers or leaders in future. For example, it this practice needs individuals to
learn new skills and gain new knowledge which would later be applied within management that
would improvise its application and would enable this transition to make this effective
improvement as a regular practice (Jackson & Wilton, 2016).
TASK 2
Critical Incidents Reflection
For a person who wishes to pursue their careers as an effective manager, it is necessary
that they reflect upon the critical incidents associated with their past experiences by applying
relevant and appropriate tools towards the same (Cumberland & et. al., 2016). Hence, there are
two critical incidences which are being reflected below, where one is a business game group
project and the other is the one from personal and professional life. For the former, Belbin
Tooklit is being used which is associated with identifying the most suitable roles for an
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individual within a team through answering several questions. For the former, Personality Test is
being taken which provided several results associated with the personality type as a manager.
Therefore, results of both these toolkits and critical incidents are explored below:
 Business Game Group Project:
My chosen toolkit is: Belbin Profile
My results for this toolkit are: The result of the organisation that is related to highlight certain
roles which I am very effective act. For example, the result showcased that I am a very effective
Shaper. Along with this, it also highlighted me as an appropriate resource investigator, as well as
a specialist (Mendenhall & et. al., 2020). However, it also allowed me to view my less effective
skills, for instance, I am a weak coordinator and I need to improvise my teamwork skills as well.
Summary of critical incident: explain how the critical incident arose and why it is
significant to your learning and development
This critical incident took place within the Residential Feedback where there was a group
simulation game conducted within the university and I, along with few other individuals
participated within the same. What makes this incident critical is that the team members
belonged to different culture, which made it very important for me and others to be very
effective in communication, so that the business strategies and decisions along the game are
discussed, agreed upon and implemented. This contributed within my learning and development
as working in a group with individuals who belong to different cultures and having different
mindsets allowed me to understand perspectives of others and expand my horizons towards
different elements of how best a business could be run. Another reason as of now is that it
enabled me towards assessing my strengths and weaknesses as a team member through the
toolkit and applying the knowledge within practice. Therefore, it contributed towards a better
analysis of my competence which paved a way for future improvements.
How does your behaviour (thinking, feelings and actions) in this critical incident reflect
the findings of your chosen self-analysis toolkit? How has the toolkit enabled you to
understand why you think, feel and behave in the way that you do? What have you
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learned about yourself that you didn’t know before?
The toolkit used within this incident has been very effective for me towards realising why I
behave and feel certain elements in a specific way. For instance, there are various examples
which reflect the findings of Belbin Profile toolkit which was used by me. For instance, I am
quite effective in calculations, which were essential to anticipate future forecasts and take
certain decisions throughout the game. Therefore, the decisions required my expertise which I
contributed within the group on several occasions of the game and therefore, it made me reflect
on the results which specified that I am an effective specialist. Another instance which
showcases how my behaviour in the critical incident reflect on the findings of Belbin Profile
toolkit is during the time a small conflict came into existence. During certain marketing
decisions within the game, there was a minor conflict between me and another team member
regarding the method of marketing and its effectiveness in long run. I was accused by other
members of taking most decisions alone without consultation with other team members. This
action reflected that I am not an appropriate team member. Moreover, the toolkit also
highlighted the reason of this weakness. This is because there were certain questions which
made me realise that I never got enough opportunities to work in a group, which I did not
realise before.
Identify how you will use this learning in the future to become an effective leader,
manager or team-worker
This learning would effectively be used by me in future in becoming a very effective manager,
as well as a team member. For example, I have realised that effectiveness in decisions does not
necessarily enhanced if taken alone. One must ensure that all the team members are consulted
with before taking a proper and appropriate decision. This would ensure me in becoming a
better team worker in future. Furthermore, considering perspective of others would also allow
me to maintain good working relations with team members, which is important for a manager.
Secondly, I realised that within management, correct anticipations and effective calculations are
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very necessary. Therefore, I would be leveraging this strength of mine towards better outcomes
in future.
 Personal and Professional Life:
My chosen toolkit is: Management Aptitude Test
My results for this toolkit are: The results within this tool have been very effective and it took
several skills into consideration such as Team Dynamics, Staffing, Delegating,
Motivating, Conflict Management, Problem Solving and Planning (Parida & et. al., 2015). The
result showcased that while skills like Staffing, Delegating, Motivating and Problem Solving are
highly effective; Conflict Management, Team Dynamics and Planning are weak and require
improvisation to become effective manager.
Summary of critical incident: explain how the critical incident arose and why it is
significant to your learning and development
The critical incident rose when I came to realise during one in-class activity that my personality
somehow does not fit towards the required and effective area of expertise. The reason for the
same is due to my degrading standards in activities and approach towards becoming a manager.
This incident is very important for my learning and development as it would be used as a
stepping stone in future towards improvisation in skills in future and would ensure that I give
effective attention to continuous development.
How does your behaviour (thinking, feelings and actions) in this critical incident reflect
the findings of your chosen self-analysis toolkit? How has the toolkit enabled you to
understand why you think, feel and behave in the way that you do? What have you
learned about yourself that you didn’t know before?
The incident rose when there were several activities in which my performance started
degrading. The reason for the same is because I wasn’t striving towards any improvement in my
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skill. Moreover, I started thinking myself as an expert in management and here is where I went
wrong. My actions towards approaching the situations involved limited planning. Furthermore,
I also could not contribute much in the team and didn’t have a positive attitude towards
conflicts in group activities. Therefore, all these actions and change in attitude reflected the
results of the personality test which I had undertaken. I did not realise that there are various
essential elements which were left unnoticed and without any improvements. Furthermore, the
toolkit also helped me in reflecting the reason for my behaviour. This is because with success, I
started feeling like an expert in management, which did not contribute much in my future
performances as carelessness and a general approach towards activities started developing,
which was the reason of such ineffective performance in areas reflected above. That’s when I
realised that for me to be a manager, it is highly imperative that I adopt continuous
improvement as a very regular and effective practice, which is something I did not realise about
myself and my capabilities before.
Identify how you will use this learning in the future to become an effective leader,
manager or team-worker
The learning which the toolkit and this critical incident have provided me is very significant for
me to be focused about in future. I would be applying the same by continuously and
consistently addressing my skills through different and more severe personality tests in future,
which would be allowing me towards gaining an insight on how best I could improvise the set
of skills which I possess. Moreover, even if I get success in future, I would be acquiring
feedbacks from the stakeholders working with me towards skills that they feel must be
improved within me through the course of my management within the company. I believe an
effective application of continuous development would make me a better manager and leader in
future.
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TASK 3
Summarising Major Strengths and Weaknesses
It is very important that the strengths and weaknesses which one possesses are summarised
appropriately so that one could develop an approach towards addressing the areas that require
improvisation (Mendenhall & et. al., 2017). Throughout the module, there were several toolkits
that were used by me in order to determine my skills and competencies in a way which is
essential to determine my capabilities as a manager. As mentioned above, these toolkits were
used towards teamwork and management aptitude that reflected certain strengths and
weaknesses. For example, in context of strengths, being a Shaper, resource investigator and a
specialist are my core skills when working in a team. Moreover, as of my management aptitude,
functions like Staffing, Delegating, Motivating and Problem Solving are the ones which
showcase my most effective performance as a manager.
However, there were few weaknesses too which were highlighted by these personality
tests. Within these competencies, there are three main areas of improvement which requires
effective work to be done towards enhancing the competence within the same. One particular
area of improvement is planning. As reflected in the toolkit result above, I am very weak in
adopting a planned approach towards accomplishment of tasks, which is perhaps the most
essential requirement towards becoming an effective manager. Second area of improvement is
team dynamics. There are various things within teamwork such as taking others’ perception into
account while taking decisions, solving conflicts and maintaining and good working
environment, which is yet to be improvised by me. Thirdly, my coordinating skills are also to be
improvised. As stated in the above Belbin profile toolkit, I could not coordinate the team
members towards accomplishment of tasks in an appropriate manner, resulting into
ineffectiveness in my role as a manager.
Therefore, all these skills would be worked up by me in the next year and I would be
taking a rather different approach towards dealing with my weaker skills. For example, all the
team dynamic skills which are weaker would be resolved by me through undertaking seminars
and simulations, which would allow me to work in a team and would ensure improvement my
performance. Moreover, the skills that are associated with management would be approached by
me through methods such as feedbacks and workshops, where I would be taking notes and
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classes to ensure that I have necessary knowledge towards managing the resources and functions
of a company in future.
CONCLUSION
Thus, it is concluded from the information above that developing global management
competencies are highly imperative so that necessary competencies are appropriately and
effectively built up in an effective manner. In addition to this, self awareness and continuous self
development enables a person towards assessing their personal capabilities and consistency in
improvement within the same, which drives them towards being effective and essential and
essential leader or manager. Furthermore, it is very important that critical incidents are analysed
by people in a manner which allows them to reflect upon their learning through using toolkits
like Belbin and Personality tests. Lastly, it is necessary to summarise and analyse the strengths
and weaknesses in a person in terms of their competencies which must be reflected upon
appropriately through self analysis.
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REFERENCES
Books and Journals
Cumberland, D. M., & et. al. (2016). Assessment and development of global leadership
competencies in the workplace: A review of literature. Advances in Developing Human
Resources. 18(3). 301-317.
Dolan, S. L., & Kawamura, K. M. (2015). Cross cultural competence: A field guide for
developing global leaders and managers. Emerald Group Publishing.
Elegbe, J. A. (2016). Talent management in the developing world: Adopting a global
perspective. Routledge.
Jackson, D., & Wilton, N. (2016). Developing career management competencies among
undergraduates and the role of work-integrated learning. Teaching in Higher
Education. 21(3). 266-286.
Kim, J., & McLean, G. N. (2015). An integrative framework for global leadership competency:
Levels and dimensions. Human Resource Development International. 18(3). 235-258.
Mendenhall, M. E., & et. al. (2017). Developing global leadership competencies: A process
model. In Advances in global leadership. Emerald Publishing Limited.
Mendenhall, M. E., & et. al. (2020). Making a difference in the classroom: Developing global
leadership competencies in business school students. In Research Handbook of Global
Leadership. Edward Elgar Publishing.
Parida, V., & et. al. (2015). Developing global service innovation capabilities: How global
manufacturers address the challenges of market heterogeneity. Research-Technology
Management. 58(5). 35-44.
Ramsey, J. R., & et. al. (2017). Developing global transformational leaders. Journal of World
Business. 52(4). 461-473.
Tench, R., & Moreno, A. (2015). Mapping communication management competencies for
European practitioners. Journal of Communication Management.
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