business
Tiffin University
Reaction Paper on “The Power to See Ourselves”
Yuexin Wang
Reaction Paper on “The Power to See Ourselves” In “The Power to See Ourselves”, the author Brouwer argues that there is a direct relationship between manager development and manager’s self-concept (Brouwer, 1965). In most cases, individuals describe themselves in relativistic terms. The “I”, being the significant self, is the product of self-realization. This cannot simply claim to be “intelligent or meticulous” without due reference to the attributes of other individuals. In short, the “I” exists only in relation to another “I.” As such, with respect to professional growth, it is more appropriate to use manager development rather than management development. The primary objective of which is to assist individual managers to grow. Note that the emphasis is on the manager rather than the management structure. How is then self-concept related to human behavior? According to Brouwer, self-concept is a crucial tool for understanding human behavior in general (Brouwer, 1965). In manager development, the primary point is on personal behavioral changes. Self-concept varies from managers to managers. A successful manager may credit his success to his ability to skillfully resolve technical problems. Another successful manager may attribute his success to an ascribed status. Because self-concept varies from manager to manager, it is important that each manager recognize keystones for growth. These include self-development, conflict resolution, and holistic participation in relevant management practices. Unavoidably though, discomfort arises when there is role conflict. A manager is not just a manager. He may also be a father, a brother, a confidant, and a friend. When role conflict arises, the individual is forced to prioritize, and thus, to choose one or two aspects of his self-concept. In other cases, conflicts arise when there is an apparent
Reaction Paper on “The Power to See Ourselves”
Yuexin Wang
Reaction Paper on “The Power to See Ourselves” In “The Power to See Ourselves”, the author Brouwer argues that there is a direct relationship between manager development and manager’s self-concept (Brouwer, 1965). In most cases, individuals describe themselves in relativistic terms. The “I”, being the significant self, is the product of self-realization. This cannot simply claim to be “intelligent or meticulous” without due reference to the attributes of other individuals. In short, the “I” exists only in relation to another “I.” As such, with respect to professional growth, it is more appropriate to use manager development rather than management development. The primary objective of which is to assist individual managers to grow. Note that the emphasis is on the manager rather than the management structure. How is then self-concept related to human behavior? According to Brouwer, self-concept is a crucial tool for understanding human behavior in general (Brouwer, 1965). In manager development, the primary point is on personal behavioral changes. Self-concept varies from managers to managers. A successful manager may credit his success to his ability to skillfully resolve technical problems. Another successful manager may attribute his success to an ascribed status. Because self-concept varies from manager to manager, it is important that each manager recognize keystones for growth. These include self-development, conflict resolution, and holistic participation in relevant management practices. Unavoidably though, discomfort arises when there is role conflict. A manager is not just a manager. He may also be a father, a brother, a confidant, and a friend. When role conflict arises, the individual is forced to prioritize, and thus, to choose one or two aspects of his self-concept. In other cases, conflicts arise when there is an apparent