What Matters

Chapter 2: What Matters?

This week you will continue with the development of your Personal Management Treatise. In Chapter 2, you will address how you envision your future career path. You are asked to do this by reflecting on what type of person and manager you would like to be and what type of organization would be a good fit for what you hope to accomplish. You will not describe a specific organization currently in existence, but will instead focus on the characteristics of an ideal type of organization with which you would like to be associated. The goal of this chapter is to help you examine how your individual skills and values (as addressed in Week 1) will inform how you will conduct yourself as a manager. You will evaluate organizations to identify those that will allow you the individual growth and opportunities that are important to you and to which you have something to offer in return.

For this chapter you may choose to address the following topics. Note: This list is not intended to be exhaustive, nor does every question need to be answered––although a significant portion should be. It is given to provide general context as you develop a cohesive document that is both personally relevant and research-based, built from knowledge acquired through the Master of Science in Management program, this course, and other credible resources.

Based on what you have learned throughout your Master of Science in Management program and the research you conducted this week to complete this chapter, assess your personal model of management.

Now answer the following questions!

  • What are your professional goals and aspirations, what type of management role do you seek, and what type of manager do you want to become?
  • What type of organization do you want to work for? Be specific and defend your priorities in light of your values, skills, knowledge, and goals.
  • What is its culture and how does this align with your priorities and personality?
  • How will your personal model of management support your performance as a manager, reflect your personality, and influence the type of organization for which you would like to work?
  • How will you, in the role of a manager, promote learning, creativity, sustainability, and positive social change within your organization and specifically within your staff?

Note: To be a P.E (Professional Engineer) and a Senior Project Manager!

Note: I work for the School Construction Authority as a Project Manager

Note: We build school and manage all phase of the projects from inception to completion.

This chapter should be 3–5 pages with at least two references from previous courses and two new references from scholarly resources. Refer to the Essential Guide to APA Style to ensure that your in-text citations and reference list are correct.


Buckingham, M. (2005). What great managers do. Harvard Business Review,83(3), 70–79.

Hales, C. (2001). Does it matter what managers do? Business Strategy Review, 12(2), 50–59.

Da Silva, N., Hutcheson, J., & Wahl, G. D. (2010). Organizational strategy and employee outcomes: A person-organization fit perspective. Journal of Psychology, 144(2), 145–161.

Wheeler, A. R., Gallagher, V. C., Brouer, R. L., & Sablynski, C. J. (2007). When person-organization (mis)fit and (dis)satisfaction lead to turnover: The moderating role of perceived job mobility. Journal of Managerial Psychology (Bradford), 22(2), 203–219.

Fetscher, S. (2008). Innovative cultures. Leadership Excellence, 25(4), 17.

Cramer, M., Parise, S., & Cross, R. (2007). Managing change through networks and values. California Management Review, 49(3), 85–109.

Kanter, R. M. (2003) Leadership for change: Enduring skills for change masters. Harvard Business School Cases, 1–16.

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