Assessment 3: Individual Assignment – Assessing and Developing Yourself as a Manager: Using Self‐Assessment Exercises
Assessing and Developing Yourself as a Manager
Individual Analysis: Assessing and Developing Yourself as a Manager
This assignment focuses on some of the tools that are available for self-assessment of individual behaviours, preferences and preferred roles in an organisational setting.

You are asked to examine a range of self-assessment tools available online and to undertake six self-assessment exercises (references to these tests must be included with your assignment). These may be taken from relevant online sources, or others that you have completed through work within the past two years (Examples of online self-assessments will be provided on Blackboard). You are required to integrate relevant literature throughout your analysis. A minimum of ten references is essential.
Any SIX self-assessments must comprise at least two of the following three categories:
• ‘Individual behaviour and processes’ self-assessments.
• ‘Team processes’ self-assessment.
• ‘Organisational processes’ self-assessments.
Having completed the required assessments (copies/results of which are to be handed in as an Appendix but the tests themselves are not included in the word count) you are required to address the following in this section of the assignment:
• Why you chose the particular assessments you completed ‐ were there particular areas of your behaviour you were trying to understand?
• What do the self‐assessments that you have completed tell you about yourself as a manager and as a person?
• Based on an increased understanding of yourself, what is likely to be challenging for you as you move through your course of study and your career? What is likely to be easy for you?
• Were there any surprises in the assessments you completed? That is, were the results different to what you expected?
• If there were no surprises in the assessments you completed, why?
• The usefulness of the self-assessments you have completed with respect to your own development.
• What you will do differently (if anything) as a result of these self-assessments and how you might monitor if the changes you want to make are working.
• Any reservations you have about the particular tools you used.
• Anything else that you feel is relevant.

Structure: The assignment should be structured so that it includes a brief introduction about your personal and professional background and how you intend to benefit from this assignment. Relevant headings and sub-heading should be used throughout the paper.

Assessment criteria (marking rubric ) for Assessment 1 are available under My Grades, View Rubric in the unit’s Blackboard site. You are required to demonstrate Critical Thinking, Discipline Knowledge and Skills and in-depth self-analysis supported with relevant references from high quality research. The assignment should include a conclusion that brings together what has been covered in the assignment. As indicated in the Assessment marking rubric, you will also be assessed on the Written Communication Skills that you demonstrate in the assignment (logically structured argument, grammar, spelling, etc.). Referencing must follow the Chicago 17 referencing guidelines (see Library website for referencing guidelines).

The total word limit for Assessment 1 is 2,500 words (+ or – 10% is acceptable. Assignments that are more than 10% over the word limit will be penalised. The word limit excludes self-assessment instruments included as appendices).

Backgrounds : From Taiwan , studied applied foreign language in Bachelor degree and right now studying International business in Master degree . plz just help me fake some working experiences which sounds persuasive thx .

and the self-assessment websites will provide below

 

Assessment 3: Individual Assignment – Assessing and Developing Yourself as a Manager:

How to critically analyse a journal article and incorporate this analysis into a literature review

 

Below are some areas or guidelines you may like to use when reading a journal article.  Essential when considering these guidelines is to go beyond the basic question and add value to your answer.  For example, if you are asked for the strengths of an issue, make sure that you always balance these with the weaknesses and add any other comments of interest.  Try to always support and strengthen your argument by referring to other articles.

 

In the examples below, I have highlighted my comments in yellow

 

Areas of Evaluation 

 

  • Importance of study; contribution to field?
  • Value and rationale of the study?
  • Description of background theory, research, concepts?
  • Link to previous theory and literature?
  • Is the methodology valid; appropriate to study?
  • Structure: logical and with suitable organisation?
  • Results: appropriate presentation; valid analysis and interpretation?
  • Conclusions? Limitations of study; implications?
  • Overall clarity of presentation?
  • Referencing format acceptable?
  • Abstract clear and well structured?

 

Examples:

 

Stern (2007) argues that business needs to engage with their employees, but generally surveys show they are not meeting this objective.  Corace (2007) argues that poor leadership acts against employee engagement and claims employees will be less engaged if they see others are receiving preferential treatment or being treated differently.  This means procedural justice is important for all employees (Saks, 2006) as the more engaged employees are, the more they feel they are treated equitably.  Saks (2006) reports on a recent UK study of 40,000 employees, that found engaged employees also felt they were treated equitably.  On the other hand, results of a 2005 study that found only 21% of U.S. employees were fully engaged (Horsford, 2007).

 

 Lecturer’s Comment

If you read the above paragraph, you will see that it is merely a summary of opinions from other articles – with no critical analysis as would occur if the documents were also evaluated. What needs to be included is your opinion about the evidence provided for the argument. Now compare this with how I have amended this below to include evaluation.

Assessing and Developing Yourself as a Manager

According to Stern (2007), academics have spoken about the need for business to engage with employees but generally surveys show business is failing. (General statement OK as it signals the paragraph topic).  A key point Stern (2007) discusses is the role leadership, and particularly poor leadership, has on employee engagement.  A study by Corace (2007) found that poor leadership acts against employee engagement because employees will be less engaged if they see others receiving preferential treatment or being treated differently.  While the Corace (2007) study does lend some support to Stern’s (2007) argument, it relies on a very small sample of 102 in a manufacturing environment (look for criticisms of the paper in the limitations that are written in the later part of the discussion was summary).  Perhaps more reliable evidence can be found in Saks’ (2006) report on a recent UK study of 40,000 employees, that found engaged employees also felt they were treated equitably.  A problem with this study is that it does not differentiate the causes or degree of engagement.  On the other hand, results of a 2005 study that found only 21% of U.S. employees were fully engaged (Horsford, 2007).

 

Phrases to introduce others’ ideas into your writing

1. Stating the view of others

·     Smith claims that…

·     Smith thinks that…

·     Smith’s argument is that…

·     Smith’s conclusion is that…

·     Smith’s claim is that…

·     Smith’s point of view is that…

·     According to Smith…

·     From Smith’s point of view…

·     The point of Smith’s article/paper is that

·     The substance of Smith’s article/paper is that….

·     Smith’s work/data allows him to draw the conclusion that…

·     Smith’s work/data leads him to conclude that…

2. Attributing a view to another

(when there is some lack of clarity)

·     Smith’s claim seems to be that…

·     Smith seems to be claiming that…

·     Smith’s argument seems to be that…

·     Smith’s conclusion seems to be that…

·     The point of Smith’s article seems to be that…

Assessing and Developing Yourself as a Manager

3. Agreeing with the views of others

·     As Smith says…

·     This is also Smith’s view…

·     Following from Smith’s point…

·     The argument advanced here is similar to that of Smith (1980)…

 

4. Disagreeing with the views of others

·     It does not seem to follow from Smith’s work/data that…

·     Smith’s argument does not seem to work for the reason that..

·     The argument being advanced here is opposed to that of Smith…

·     In contrast to Smith’s view/argument that…

·     Analysing Smith’s work in this way, it can be seen that…

·     Problems arise in Smith’s work when he argues that…

·     Smith’s data/arguments are faulty in these respects

 

5. Drawing a conclusion using the work of others

·     The conclusion of this is that…

·     The result of this is that…

·     An outcome of this is that…

·     A consequence of this is that…

·     When Smith’s work is looked at closely it is seen that…

·     When Smith’s argument is analysed it can be seen that…

·     Looking at Smith’s work/argument in detail…

·     Analysing Smith’s data shows that…

·     Developing Smith’s work/argument to its logical conclusion shows that…

·     One possible consequence of Smith’s work is [that]…

·     From Smith’s work it can be determined that…

·     One outcome of Smith’s work is that…

·     The following point can be drawn from Smith’s work…

·     The following argument is advanced in Smith’s work…

·     Using Smith’s work, it is possible to show that…/argue that…

·     Using the work of Smith (1980) and Jones (1989), it can be shown that…/argued that…

SMITH’S CLAIMS
HILL’S CLAIMS
YOUR

CONCLUSION

JONES’S CLAIMS

Assessing and Developing Yourself as a Manager

6. Pointing out assumptions

·     This assumes that…

·     Smith assumes that…

·     Smith’s assumption is that…

·     The following assumption is being made here…

·     One/An assumption of this view is that…

·     The point being assumed here is that…

·     The assumption on which this depends is …

·     The assumption behind this view is that…

·     Smith’s argument depends on the assumption that…

·     Smith’s argument assumes one thing…

7. Stating your own position

·     The aim/point of this paper is to claim that../show that…/demonstrate that…/highlight that…

·     It will be argued in this that…

·     The view presented in this paper/review/thesis is that…

·     The argument advanced/put forward in this… is that…

·     The point of view expressed/put forward in this paper/review/thesis is that…

·     The perspective presented here is that…

·     The point of view argued for here is that…

Assessing and Developing Yourself as a Manager

With acknowledgement to the Learning Centre, Curtin University,

FREE SELF-ANALYSIS TESTS – WEBSITES

Note: You DO NOT HAVE TO PAY for any of the tests. Just use the FREE tests. If you find any other useful websites, please email them to me. You can also use the self-analysis tests which are in your book or from other Organizational Behaviour text books. The following websites are very useful.

 

https://www.authentichappiness.sas.upenn.edu/

About Us

Welcome to the Authentic Happiness website, a University of Pennsylvania website developed by the Positive Psychology Center. Dr. Martin E. P. Seligman is the Director of the Center, and a Professor of Psychology at Penn.

The purpose of this website is to provide free resources where people can learn about Positive Psychology through readings, videos, research, opportunities, conferences, questionnaires with feedback and more. There is no charge for the use of this site. If you would like to take the questionnaires, you first need to register.

Positive Psychology is the scientific study of the strengths and virtues that enable individuals and communities to thrive. This field is founded on the belief that people want to lead meaningful and fulfilling lives, to cultivate what is best within themselves, and to enhance their experiences of work, love and play.

The mission of the Positive Psychology Center at the University of Pennsylvania is to promote research, training, education and the dissemination of positive psychology

 

https://www.queendom.com/index.htm

 

Jung Typology Test™

 

http://www.humanmetrics.com/cgi-win/jtypes2.asp#top

 

Assessing and Developing Yourself as a Manager

 

 

 

https://managementhelp.org/personaldevelopment/self-assessments.htm

 

 

https://www.mindtools.com/pages/article/newLDR_01.htm?nlsu=show

The Leadership Motivation Assessment

 

 

http://www.performanceprograms.com/self-assessments/personal-development/free-assessments/

 

Try Our Free Assessments

You can have too much of a good thing! Once you’ve discovered your strengths, you need to discover something else: your strengths can work against you.

 

FREE Fear Your Strengths Assessment

Are you fully Engaged? Full engagement means you are physically energized, emotionally connected, mentally focused and spiritually aligned. Each of these four sources of energy is necessary; none is sufficient by itself and each influences the others.

 

FREE Full Engagement Assessment

What makes people annoying? That’s the question that NPR Science Correspondent Joe Palca and Science Friday’s Flora Lichtman look to answer in their book, Annoying: The Science of What Bugs Us. PPI worked with Bob Hogan and the authors to develop “The Annoying Inventory”, which you can take for free. Find out how irritating, picky and arrogant you are compared to thousands of others who have taken the short 23 item survey.

 

FREE Annoying Assessment

The Mini-FEBI is an abbreviated version of the full FEBI® (Focus Energy Balance Indicator), to give you insight into your likely “Home” pattern (i.e., most preferred pattern) – as well as the pattern you use least, which may be a risk area.

Assessing and Developing Yourself as a Manager

FREE Focus Energy Balance Indicator

 The SevenTudes Survey focusing on these 7 key areas your company significantly increases the likelihood of overseas success.

FREE SevenTudes Survey

 

 

 

Organisation Culture

 

https://www.ocai-online.com/about-the-Organizational-Culture-Assessment-Instrument-OCAI

Please register with your Curtin university email account as the website does not accept gmail and Hotmail addresses.

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