Personal Assessment and Career Development

Term Project Personal Assessment and Career Development Michael Jennings PSYC305: Motivation and Leadership Instructor: Russell Winterbotham April 22, 2009 Self Awareness: Values Values are basic convictions of what is right, good, or desirable. The values that are most central and critical to how I approach work would include self-respect and security as my terminal values. For instrumental values, I rate truthfulness and dependability very highly. I base this value structure in terms of my career aspirations. Specifically, to the degree that I think my values align with those of successful people in the field to which I aspire.

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And the conflicts, if any, that I see between my values and the values espoused by people in the field which I aspire to work. Motivation Insights A persisting, positive state of motivation and fulfillment can be measured through growth from work engagement. I consider myself to be engaged and willing to devote considerable time to my work, dedicated and persist in the face of obstacles, inspired by and proud of my work, and immersed and absorbed while performing my work. My attitude toward achievement is emphasized on the display of conspicuous success.

I’m on middle ground when it comes to favoring successful people fall. Also, when favoring the reward of the successful I have the same viewpoint. Although Australians value achievement, they are ambivalent about its public expression. They tend to enjoy seeing the conspicuously successful fall from grace. Self-efficacy is my belief that I’m capable of successfully performing a task. I would rate my level of self-efficacy to be strong. I tend to be confident when facing new tasks or challenges and likely to try hard to master the challenge.

Leadership There are two types of leadership styles: task-orientation and people-orientation. Task-orientation is concerned with getting the job done, while people-orientation focuses on group interactions and the needs of individuals. I believe that I have the ability to balance my task/people orientation to various situations. If you’re too task-oriented, you tend to be autocratic. You get the job done, but at a high emotional cost. If you’re too people-oriented, your leadership style may be overly laissez-faire.

People are likely to be happy in their work but sometimes at the expense of productivity. Based on my score on the assessment, I’m more likely to choose majors such as sales promotion, business finance, and advertising. Because I had a high score I’m more likely to have trouble trusting others, working on teams, or acting as an empowering leader. Actually, I’ve had personal experience working on teams where I find the trust factor was pretty low because of poor contributions from team members. On the other hand, people perceive me as trustworthy.

I credit that to my ability to being open, speaking my feelings, giving generous credit to others, telling the truth, showing fairness and consistency, following through on promises and commitments, and maintaining confidences. I prefer to use the expert or legitimate bases of power. Expert power is based on possessing knowledge or skill. Legitimate power is based on formal position. Managerial positions come with legitimate power. However, you don’t have to be a manager to have power. If you’re not in a position of formal authority, you can still be a powerful person in your organization if you focus on developing your expert power base.

Most of us are concerned with the image others have of us. Impression management is the process by which people attempt to control the impression others form of them. I basically use the technique of exemplification- the extent to which I engage in self-sacrifice or go above and beyond the call of duty in order to be viewed as dedicated by others. Career Goals There are seven primary dimensions of an organization’s culture: innovation and risk-taking, attention to detail, outcome orientation, people orientation, team orientation, aggressiveness, and stability.

I prefer an informal, humanistic, flexible, and innovative culture, which is more likely to be found in high-tech companies, small businesses, research units, or advertising agencies. Not everyone is motivated to perform managerial functions. There are six components that have been found to be related to managerial success, especially in larger organizations. These are a favorable attitude toward authority, a desire to compete, a desire to exercise power, assertiveness, desire for a distinctive position, and a willingness to engage in repetitive tasks.

I would consider myself to have a high motivation to manage, especially associated with tasks in larger and more bureaucratic organizations. A global manager is associated with success as an international executive. Dimensions included in this are: general intelligence, business knowledge, interpersonal skills, commitment, courage, cross-cultural competencies, and the ability to learn from experience. My potential for success as a global manager would be on the cusp of being relatively high. In today’s global economy, being a manager often means being a global manager.

But, unfortunately, not all managers are able to transfer their skills smoothly from domestic environments to global ones. I believe that I have the ability to accomplish this on a consistent basis. There are a number of characteristics of the changing workplace: sophisticated new technological equipment and software continually being introduced, reorganization of the entire organization or division every year or so, and departments being so interdependent with other departments in the organization that all distinctions about which department are responsible for which tasks are quite arbitrary.

My response to turbulent change would be classified as average. I feel that I can definitely adjust to change, however the initial change can sometimes make me feel uncomfortable. SWOT Analysis Strengths • Work Experience • Education • Technical Knowledge • Transferable Skills • Personal Characteristics • Contacts/Successful Networking • Interaction with Professional Organizations Weaknesses • Lack of Work Experience • Low GPA/Wrong Major • Lack of Specific Job Knowledge • Job-Hunting Skills Opportunities • Growth • Globalization Technological Advances • Enhancing Education • Greater Self-Knowledge • More Specific Job Goals • Professional Development • Career Path • Geography • Strong Network Threats • Downsizing • Obsolescence • Competition from College Graduates • Competitors with Superior Skills, Experience, and Knowledge • Lack of Advanced Education/Training • Limited Advancement • Limited Professional Development • Companies not Hiring for Major/Degree Strategies to Optimize Career Development • Imagine Career Possibilities • Three Executive Obstacles to Job Search Career Satisfaction: The Elusive and Essential Ingredient of the Right Move • Turn Career Possibilities into Targets • The Portfolio of Career Skills and Accomplishments • Optimize Resume Structure • Build a List of Competitive Advantages • Job Search Strategies to Optimize Time and Impact • Make Proper Use of the Internet • Track Your Progress Optimum Job and Organization Setting I envision myself working in the corporate office on Lake Street as an Accountant overseeing the budget infrastructure and creating solutions to improve and advance the financial productivity of the company.

The relationship concerning my personal values, motivation, and aspirations to my work environment are as follows: I feel my personal value would be a great asset to the company because I value loyalty, commitment, and dedication in making sure that the task at hand is done thoroughly and accurately. My motivation is the passion that I have for numbers, which drives me to give my job all that I have. My aspiration would be to learn from the job all that I can and network with people, so that I can eventually go into business for myself. Bibliography Page M. Rokeach, The Nature of Human Values (New York: Free Press, 1973).

W. B. Schaufeli, M. Salanova, V. Gonzalez-Roma, and A. B. Bakker, “The Measurement of Engagement and Burnout: A Two-Sample Confirmatory Factor Analytic Approach”, Journal of Happiness Studies 2002, pp. 71-92. N. T. Feather, “Attitudes Toward the High Achiever : The Fall of the Tall Poppy,” Australian Journal of Psychology, Vol. 41, 1989, pp. 239-67. M. Sherer, J. E. Maddux, B. Mercandante, S. Prentice- Dunn, B. Jacobs, and R. W. Rogers, “ The Self-Efficacy Scale : Construction and Validation,” Psychological Reports, vol. 51, 1982, pp. 663-71. J. W. Pfeiffer and J. E.

Jones, A Handbook of Structural Experiences for Human Relations Training, Vol. 1 (Revised) San Diego, CA: University Associates Press, 1974. T. R. Hinken and C. A. Schriesheim, “Development and Application of New Scales to Measure the French and Raven (1959) Bases of Social Power,” Journal of Applied Psychology, August 1989, pp. 561-67 S. P. Robbins, Organizational Behavior, 8th edition (Upper Saddle River, NJ: Prentice Hall, 1998) p. 617 G. M. Spreitzer, M. W. McCall Jr. , and J. D. Mahoney, “Early Identification of International Executive Potential,” Journal of Applied Psychology, February 1997, pp. 6-29


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