MGMT 5215 self analysis how culture socioeconomic and values affect management style
I.
In this paper I am seeking to explore the impact of my age, gender culture, values, socioeconomic background, and personality traits have on how I will manage others, and how these factors will shape my management style. Additionally I hope to draw conclusions on how these factors will affect my managerial effectiveness through self-reflection.
II Biographical/Cultural
Age
Born in 1965, I belong to generation X, albeit one of the older Gen Xer’s, who experienced the economic decline (and resulting lack of employment opportunities) of the late 1980s as an adult. Because of this and other generational experiences I am somewhat cynical and individualistic, but I also enjoy challenge and responsibility in my work environment.
When directing/delegating to subordinates I prefer to use telecommunication (phone, email, memo) rather than face-to-face communications, related to this is my dislike of pointless, or meaningless weekly/daily staff meetings that are conducted out of routine without a substantive agenda or goals. I also crave certain amount of freedom/autonomy to manage my unit, and enjoy receiving/giving regular feedback on my unit’s progress towards stated objectives. My dislike of routine meetings and face-to-face interaction could serve to emotionally distance myself from my subordinates, negatively affecting my communicating and motivating efforts.
In managing Y generation employees I foresee some difficulties in dealing with their self-centered, opinionated, overconfident personalities that while difficult to manage still crave validation, praise and reassurance at every turn. I believe I would have to work out of my comfort zone, becoming more open, and manage them on a face-to-face basis, patiently listening to their opinions and concerns and reaffirming the importance of their work for the unit while expressing what a good job they are doing(even if it’s only average). I would need to encourage their creativity and individuality in problem
In this paper I am seeking to explore the impact of my age, gender culture, values, socioeconomic background, and personality traits have on how I will manage others, and how these factors will shape my management style. Additionally I hope to draw conclusions on how these factors will affect my managerial effectiveness through self-reflection.
II Biographical/Cultural
Age
Born in 1965, I belong to generation X, albeit one of the older Gen Xer’s, who experienced the economic decline (and resulting lack of employment opportunities) of the late 1980s as an adult. Because of this and other generational experiences I am somewhat cynical and individualistic, but I also enjoy challenge and responsibility in my work environment.
When directing/delegating to subordinates I prefer to use telecommunication (phone, email, memo) rather than face-to-face communications, related to this is my dislike of pointless, or meaningless weekly/daily staff meetings that are conducted out of routine without a substantive agenda or goals. I also crave certain amount of freedom/autonomy to manage my unit, and enjoy receiving/giving regular feedback on my unit’s progress towards stated objectives. My dislike of routine meetings and face-to-face interaction could serve to emotionally distance myself from my subordinates, negatively affecting my communicating and motivating efforts.
In managing Y generation employees I foresee some difficulties in dealing with their self-centered, opinionated, overconfident personalities that while difficult to manage still crave validation, praise and reassurance at every turn. I believe I would have to work out of my comfort zone, becoming more open, and manage them on a face-to-face basis, patiently listening to their opinions and concerns and reaffirming the importance of their work for the unit while expressing what a good job they are doing(even if it’s only average). I would need to encourage their creativity and individuality in problem