self reflection BSB124
Self-Reflection Portfolio
Tutor: Michael Chen
Student Name:
Student ID:
Due Date: 1st November
Semester: 2
Word Count: 1864
Contents
1.0 Introduction……………………………………………………………….…...…2
2.1 Intrapersonal effectiveness………….......………………………….…….…3-5
2.2 Interpersonal effectiveness…………………………………………….....…6-9
3.0 Conclusion…………………………..………………………………...……..9-10
Reference……………………………………………………………..…...…...11-12
1.0 Introduction
The learning style profiler allows individual’s to study the intrapersonal and interpersonal effectiveness; this report aims to evaluate my personal strengths and weaknesses in these areas. This subject has covered many important skills, which are essential for future organization effectiveness, such as reflective practice, intercultural sensitivity, social awareness and writing skills. The portfolio has provided great opportunity to study individual’s strengths as well as weaknesses. There are two main parts in the portfolio analyses, which are intrapersonal section that reflects my learning style, emotional intelligence; and international personality item pool. I have found the major area to improve to the intrapersonal effectiveness part, which is the ‘deep learning skill’. However, I have included a strategy to improve my skill in this area. The second part of the portfolio deals with the interpersonal effectiveness, and my focus has been my approach to conflict, I have put in the ways that are more effective for conflict resolution.
2.1 Intrapersonal effectiveness
Intrapersonal effectiveness is a process for understanding personal goals, strengths, weaknesses, style and biases, and finding ways to improve personal management skills (De Janasz et al 2006). The use of “assessment of functional and dysfunctional self-development learning through the learning styles profiler” has allowed individuals identifying their learning style. The learning styles
Tutor: Michael Chen
Student Name:
Student ID:
Due Date: 1st November
Semester: 2
Word Count: 1864
Contents
1.0 Introduction……………………………………………………………….…...…2
2.1 Intrapersonal effectiveness………….......………………………….…….…3-5
2.2 Interpersonal effectiveness…………………………………………….....…6-9
3.0 Conclusion…………………………..………………………………...……..9-10
Reference……………………………………………………………..…...…...11-12
1.0 Introduction
The learning style profiler allows individual’s to study the intrapersonal and interpersonal effectiveness; this report aims to evaluate my personal strengths and weaknesses in these areas. This subject has covered many important skills, which are essential for future organization effectiveness, such as reflective practice, intercultural sensitivity, social awareness and writing skills. The portfolio has provided great opportunity to study individual’s strengths as well as weaknesses. There are two main parts in the portfolio analyses, which are intrapersonal section that reflects my learning style, emotional intelligence; and international personality item pool. I have found the major area to improve to the intrapersonal effectiveness part, which is the ‘deep learning skill’. However, I have included a strategy to improve my skill in this area. The second part of the portfolio deals with the interpersonal effectiveness, and my focus has been my approach to conflict, I have put in the ways that are more effective for conflict resolution.
2.1 Intrapersonal effectiveness
Intrapersonal effectiveness is a process for understanding personal goals, strengths, weaknesses, style and biases, and finding ways to improve personal management skills (De Janasz et al 2006). The use of “assessment of functional and dysfunctional self-development learning through the learning styles profiler” has allowed individuals identifying their learning style. The learning styles
References: De Janasz, S., Wood, G., Gottschalk, L., Dowd, K., & Schneider, B. (2006). Interpersonal skills in organizations. North Ryde, NSW.: McGraw Hill. Schutte, N., Malouff, J., Hall, L., Haggerty, D., Cooper, J., Golden, C., & Dornheim, L. (1998). Development and validation of a measure of emotional intelligence. Personality and Individual Differences, 25, 167-177. McCrae, R., & John, O. (1992). An introduction to the five-factor model and its applications. Journal of Personality, 8(2), 175-215. Goldberg, L. (1993). The structure of phenotypic personality traits. American Psychologist, 48, 26-34. Strauss, J., & Connerley, M. (2003). Demographics, personality, contact, and universal-diverse orientation: An exploratory examination. Human Resource Management, 42, 159-174. Thompson, E. (2008). Development and validation of an international English big-five mini-markers. Personality and Individual Differences, 45(6), 542-548. Hofstede, G. (1980). Culture 's consequences, . California.: Sage Publications Whetten, D., & Cameron, K Sirkin, H., Hemerling, J., & Bhattacharya, A. (2008). Globality competing with everyone from everywhere for everything. . New York The Boston Consulting Group Inc,. Friedman, T. (2005). The world is flat: a brief history of the globalized world in the 21st century. London, : Penguin Books. Coghill, K. (1997). Globalisation and local democracy. Melbourne: Montech Pty Ltd. Ohmae, K Shapiro, D., Von, G., & Cheng, M. (2005). Managing multinational teams: global perspectives, . San Diego: Elsevier. Sirkin, H., Hemerling, J., & Bhattacharya, A. (2008). Globality competing with everyone from everywhere for everything. . New York The Boston Consulting Group Inc,. Carlopio, J., & Andrewartha, G. (2008). Developing management skills: a comprehensive guide for leaders. Frenchs Forest, NSW: Pearson Education Australia. Schneider, S., & Barsoux, J. (2003). Managing across cultures. Sydney: Prentice Hall. Ang, S., & Inkpen, A. (2008). Cultural intelligence and offshore outsourcing success: a framework of firm-level intercultural capability. Decision Sciences, 30(3), 337-358. Rahim, M., & Blum, A. (1994). Global Perspectives on Organizational Conflict, : Prager, Westport, Conn Seybolt, P., Derr, B., & Nielson, T