The Johari Window is for improving self-awareness, and mutual understanding between individuals. It can also be used to assess and improve relationships with others. Recognizing what others see in us is something that we may not be aware of and accept. One must believe and trust an individual before sharing personal information (“Johari Window,” 2010). This paper will discuss some profiles of my personality characteristics and evaluation results. Also summarize assessment results. Then analyze how the scores play a part with relationships and career choices.
The profile of my features displays my personal preference and is consistently decisive. I tend to get work done under stressful conditions. I show a lot of positive feedback as a manager. I am extremely confident with my work and decisions. Managers are not perfect, so we tend to make mistakes and learn from them. Being able to take criticism makes an individual a better person and a good manager. Being able to work long hours and with standing prejudices and biases situation is one of my strong points (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012).
My primary mission as a leader is change. I have a lot of concern on what my employers want in life and always thinking of the long term. In this position, I am not only a leader but a teacher. Employees tend to strive for success under my guidance. I am extremely inspirational and love to increase the hope and expectations of all. Getting everyone to agree with my thoughts comes from my power of influence. I make the views where it is a winning situation. Everyone benefits and succeeds from the ideas (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012).
When dealing with a project or situation I prefer solving the issue, not instructed what to do. Everything is the base on the situation at hand. I prefer working with colleagues who are realistic and creative. They tend to have more to offer as an employee. I usually make plans the previous day for a business day. If I have to deal with numbers, I usually double check for any errors. Following the instructions, rules and paying attention to what is going on helps to create fewer errors. Dealing with unexpected crisis is a great challenge.
A disorganized person irritates me the most, and I try to provide step by step for everything they do (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). When dealing with conflict management strategies, one tends to run into problems. Sometime one has to give to keep confusion down. Sometimes seeking for a solution where it is a winning situation regardless if one agrees or not (Schermerhorn, Osborn, Uhl-Bten & Hunt, 2012). According to the assessment time management is a problem for me. I answer yes to questions that should have been no and no to the ones that should have been yes.
As a manager, I made poor choices and decisions. Something I need to work with is time management which is extremely significant (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). Based n my organizational scheme assessment the outcome can be high or low. A high score proves that one is comfortable with mechanistic designs. A low score proves one is comfortable with organic design (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). The culture I prefer working with is the club. It has all of the standards ana conaltlons tnat I Ilke I ne cluD nas tne loyalty, Delleve In team work, ana progress in the group.
The club fits my every needs and progress in time (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). A Twenty- First Century Manager As a manager, no one is perfect. The profile of my management foundation is ot a perfect ten but that do not make me a bad leader. When asking an individual that knows me the same group of questions, their scores was less. The average person will always score their self-higher than someone else because they look at themselves differently. “TT” Leadership Style Assessment The transactional and transformational is significant for leadership and employees.
As a leader, I am firm in transactional and transformational leadership style. Transactional leadership involves a routine performance between a leader and employee. It deals with four dimensions, which are contingent rewards- agreed upon ccomplishments, active management by exception- looking for deviation from standards, passive management by exception- getting involved when not meeting standards and laissez-faire-avoiding decisions (Schermerhorn, Osborn, Uhl-Bien & Transformational leadership involves the Hunt, 2012) (cayne, 1993). nhancement of the motivation, morale, and performance of employees. It also deals with four dimensions, which consist of charisma- vision and a sense of mission, inspiration- high expectations, intellectual stimulation- problem solving, and individualized consideration- personal attention (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012) (cayne, 1993). Intuitive Ability As a manager, it is good to be organized and prepared, but there is room for improvement. I am not perfect but always stride for perfection.
Even though I am an organized person, I do not know and understand everything with direct evidence or reasoning. My score proves that statement (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). Conflict Management Strategies As a manager, when dealing with conflict, one do not always get what they want. It is a give and take situation. One has to take what one wants and receive what is offer. Things are not perfect, and there is a long way to go (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). Time Management Profile Time management is a significant asset in any business.
It is not only used by managers but customers and investors. Without good time management, one can be heading for failure. To improve your time management, one has to pay attention to details and adjust as needed. Organizational Design Preference My score is high, but it is not perfect. Organizational Design is a process for integrating the people, information and technology of an organization (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). Which Culture Fits You? The culture that fits me is the club.
It has loyalty and believes in collaboration. It also takes pride in career progress (Schermerhorn, Osborn, Uhl-Bien & Hunt, 2012). References Cayne, B. (1993). The New Lexicon Webster’s Dictionary. (Vol. 1 & 2). New York, NY: Lexicon Publication, Inc. Johari Window. (2010). Retrieved from www. businessballs. com self/personal development Schermerhorn, J. , Osborn, R. , Uhl-Bien, M. , & Hunt, J. (2012). Organizational Behavior. (12th ed. , pp. W-34, W-44, W-48, W-50, W-52, W- 53, 310-311, 404-405). Hoboken, NJ: john Wiley & sons, Inc.