GM500Unit1_Assignment1.docx UnitOne Assignment –Management Aptitude Analysis Purdue Global University GM500-01: Management Theories and Practices I Unit One Assignment – Management Aptitude Analysis Introducti
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GM500Unit1_Assignment1.docx UnitOne Assignment –Management Aptitude Analysis Purdue Global University GM500-01: Management Theories and Practices I Unit One Assignment – Management Aptitude Analysis Introduction The objective of taking this self-assessment is to learn your strengths and weakness.The focus of this assessment is on the three manager skills, conceptual, human, and technical. These are the three skills that are required to be a good manager. After taking the Management Aptitude Questionnaire, I will be able to learn more about where my competency for each skill stands and the effectiveness of my managerial skills.Depending on the managerial level within an organization, the required competency of each skill varies. However, for a manager, possession of each skill of some level is necessary (Daft, 2017, p. 12). Results The Management Aptitude Analysis comprised of 18 questions. Each question was on one of the three management skills. I scored the highest in Conceptual skills with a score of 28 out of 30. Human and Technical skills scores were tied at 20 out of 30 as my lowest. I expected my conceptual score to be high because, personally and professionally, this is the management skill I practice the most. I expected the Human skills to be lower and Technical skills to be higher than what I got in the assessment. But it is truly reflecting the transformation in my career that has happened over the past five years. Leadership changes whenever the requirements of organizatio. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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