LEARNING ABOUT YOURSELF EXERCISE $3$ From the list below, identify what you believe to be your strongest skills, and then identify those in which you think your performance is weak. You should identify about $4$ strong skills and $4$ weak skills. $1.$ Taking initiative $2.$ Goal setting $3.$ Delegating effectively $4.$ Personal productivity and motivation $5.$ Motivating others $6.$ Time and stress management $7.$ Planning $8.$ Organizing $9.$ Controlling $10.$ Receiving and organizing information $11.$ Evaluating routine information $12.$ Responding to routine information $13.$ Understanding yourself and others $14.$ Interpersonal communication $15.$ Developing subordinates $16.$ Team building $17.$ Participative decision making $18.$ Conflict management $19.$ Living with change $20.$ Creative thinking $21.$ Managing change $22.$ Building and maintaining a power base $23.$ Negotiating agreement and commitment $24.$ Negotiating and selling ideas Scoring Key: These skills are based on the Competing Values Framework and they appear in detail in Exhibit $1-2.$ Below, you will see how the individual skills relate to various managerial roles. Using the skills you identified as strongest, identify which roles you feel especially prepared for right now. Then, using the skills you identified as weakest, Identify areas in which you might want to gain more skill. You should also use this information to determine whether you are currently more internally or externally focused, or oriented more toward flexibility or control. Director: $1,2,3$ Mentor: $13,14,15$ Producer: $4,5,6$ Facilitator: $16,17,18$ Coordinator: $7,8,9$ Innovator: $19,20,21$ Monitor: $10,11,12$ Broker: $22,23,24$ Questions $1.$ Identify the $4$ skills that you think all managers should have $2.$ Identify the $4$ skills that you think are least important for managers to have $3.$ In groups of reach a consensus on the most needed and least needed skills identified in Steps $1$ and $2.4.$ Using exhibit $1-2,$ determine whether your $$ideal$$ managers would have trouble managing in some dimensions of organizational demands.