Reflective Journal – Managerial Roles

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Unit 3 – Assignment #2 Reflective Journal Unit1 The Managerial Roles Gap Analysis survey proved to be very insightful for measuring my current managerial style, skillset and role profile. In my current role as Finance Manager, my core competencies are more informational and interpersonal and less decisional in nature. The role of the “Decisional Manager” (Minztberg, 1973) in my opinion is the most important role for managing in a complex, changing workplace environment. These business environments that are ever changing are best suited for managers that are accepting of change and innovation. Entrepreneurial managers, as described by Yukl (1973) are better suited for “initiating” and “planning” change so it is structured rather than disruptive. In fast paced changing environments, there are also many unforeseen events which involve constant re-allocation of resources and negotiations involving quick but rational calculated decision making. My current managerial duties are more administrative support based and less operational. Nonetheless, upon self-reflection, it is evident that my role provides both financial and operational support through disseminating information and being a liaison between operations and finance. Before moving to my finance role, I was a retail operations manager so I should seek to leverage my knowledge more in this area to provide more value added support. Furthermore, the core competencies of my role in the form of budgeting, forecasting, and financial reporting can strongly influence decision making at all levels. In order to progress and become a more competent manager, I could use more of these decisional skillsets to initiate change, provide innovation and entrepreneurship by improving financial efficiencies. Unit 2 Being an effective manager and leader requires having good communication skills. Feedback is an important tool that should be used to improve efficiency, development and collaboration in the workplace. There are many benefits to giving positive feedback rather than just an evaluation. Feedback in the workplace is the process of evaluating and discussing employee/manager performance as described by Harms & Roebuck, (2010: 413). Evaluations normally include an element of critique and instinctively this causes people to become defensive. The benefit to me of giving strength based positive feedback is that it removes this innate defensive threat and enables both parties to achieve their goals in the interaction. Gallagher (2007) described one strength based model named the CANDID approach that removes the emotion from the interaction of difficult conversations and allows for collaboration rather than confrontation. To become a more effective leader, I need to work on my listening skills in particular when I ask questions. There are times that I will ask leading questions, in somewhat interrogation style to get to the answers that I feel are correct. The better approach would be to ask questions, listen, understand and then ask further relevant questions for more clarification. There is no one size fits all approach to effective leadership especially in today’s ever changing international marketplace. In order to work more effectively in multi-cultural environments, I need to work on understanding different cultural traits and adjusting my leadership style appropriately.

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