Blueprint Professional & Personal Growth Part - Managing People & Promoting Collaboration - My Future as a Manager

Individual Reflection : My Blueprint of Professional and Personal Growth
My Future as a Manager & Collaboration Skills
Mariah Kamal
Walden University
December 22, 2013

Abstract
This paper is my analytic theorem to my Blueprint of Professional and Personal Growth from the course “Managing People & Promoting Collaboration”. It gives a brief breakdown of my path to become a manager I aspire to be, how my relationship with my family, partner and work can be a root of my happiness and how sure I maintain my personal integrity of ethics and morales within my work environment. An executive summary is presented to show how the course educated me in a more systematic way and how it helped me identify my strengths and weakness as a manager, how I can build a functional team, managing team and teams in virtual environment, building a team charter and etc… Furthermore, in detail is one goal I added to my previous goals I identified in the previous course “Dynamic Leadership”, that I plan to achieve in my personal and professional development.

Executive Summary
Throughout this course, Managing People & Promoting Collboration has educated and enlightened me in four aspects – how to manage people, how to build a successful team, how to select a strategy to use in supporting a positive work environment and creating & sustaining culture in organization. Managing people can be natural as well as an acquired skill. Due to human nature that is ever changing and evolving, management also in order to be effective must also be evolving and be able to accommodate dynamicity. As this course exposed me to so many different concepts, theories and strategies in building a functional team, team work and fostering collaboration. I was able to identify my strength and weakness as a team leader which actually can aid as well as can hamper my ability to manage. Thought-provoking topics we covered during the eight (8) weeks ranging from finding an effective

References: Byrd, J. T., & Luthy, M. R. (2010). Improving group dynamics- Creating a team charter. Academy of Educational Leadership Journal, 14(1), 13–26 Christensen, C.M (2010) Christensen, K. (2011, Spring). Difficult conversations: How to address what matters most. Rotman Magazine, 22–27. Colquitt, J., Lepine, J., & Wesson, M. (2013). Organizational behavior: Improving performance and commitment in the workplace (3rd ed.). New York, NY: McGraw-Hill. Coutu, D., & Beschloss, M. (2009). Why teams DON’T work. Harvard Business Review, 87(5), 98–105. Retrieved from Walden Library databases. Goldsmith, M. (2002). Try feedforward instead of feedback. Retrieved from http://www.marshallgoldsmithlibrary.com/cim/articles_print.php?aid=110 Kaplan, R.S Lencioni, P. M. (2003). The trouble with teamwork. Leader to Leader, 2003(29), 35–40. Maccoby, M. (2010). The 4 Rs of motivation. Research Technology Management, 53(4), 60–61. McComb, S., Schroeder, A., Kennedy, D., & Vozdolska, R. (2012). The five Ws of team communication. Industrial Management, 54(5), 10–13. Payne, V. (2007). Delivering coaching feedback. In Coaching for High Performance (pp.79-95). New York, NY: American Management Association International. Posner, B. B. (2010). Values and the American manager: A three-decade perspective. Journal of Business Ethics, 91(4), 457–465. Weiss, J., & Hughes, J. (2005). Want collaboration? Accept—and actively manage—conflict. Harvard Business Review, 83(3), 93–101. Retrieved from Walden Library databases.