自我管理構成了企業管理的基礎，如果領導人他/她們自己不以身作則，只靠企業秩序的形成或某一主觀策劃，企業是不能有效運營的。個人要遵守企業中團隊的工作秩序，或者說在他/她們的生活中也要遵守社會秩序一樣，這樣才能有效的管理他人(Pedler,et al,1990, p.9)。完成自我管理階段，要明白在面對他人時的情形、各種壓力和自己承擔的責任，因此需預備適合企業的高效管理人才。本文對個體研究采用的不同方法進行了評估,作為一名經理，可以培養他人、掌握他人自我發展的基礎情況，或在企業和團隊中管理他人。為進行更透徹的分析，本文還會對個體如何提高自我管理能力，以及采取自身經驗管理他人進行討論，尤其是在工作場所如何去激勵員工的問題。
 
自我管理包括有效的利用時間和發揮自身能力，為實現理想目標而建立一個強有力的價值觀體系。有關自我發展的幾個關鍵點是值得注意的。首先，它是一個持續過程,而不是一個斷斷續續的過程。這意味著承諾和專注對于自我管理來說十分重要，每天提供更多的機會來提高個人素質。這個過程包括改善自我管理的禮儀方式。其次，時間和個人能力是自我管理至關重要的資源。
 
Management of the self forms the basis of management of the organization. The creation of order in the organization or among one's subjects cannot be effective if the leader him/herself cannot practice order in personal duties and responsibilities. The individual charged with the creation of order among a group of people in an organization or society needs to begin with the creation of order in his/her life, activities, and work for his management of others to be effective (Pedler,et al,1990, p.9). Out of the management of the self emanates clarity of the circumstances, pressures, and responsibilities that face others, thus preparing the individual for more effective management suitable for the subjects and the organization. This paper shall assess the various methods in which an individual, as a manager, can develop and manage the self as the basis for development and management of others in an organization or a team. For more effective analysis, the writer will discusses how the individual could improve the self and use this experience to manage, specifically to motivate, other individuals in the workplace.
 
Self-management involves the effective use of time and talent to form a strong foundation of a system of values for the realization of desirable objectives. Several points about self-development are worth of note. First, it is a continuous, rather than a terminal or occasional, process. This means that a lot of commitment and focus are important in self-management, with each day presenting further opportunities to enhance desirable qualities in the individual. The process involves the adoption of rituals aimed at the betterment of the self. Secondly, time and individual talents are vital resources in self-management. These resources are manageable only by the individual. These resources form the basic subjects of self-management, in terms of both service and subject of management. Thirdly, the system of values held by an individual is an important ingredient of self-management, as it forms the basis of what an individual likes, desires to do, and aims to achieve. It also defines desirable goals for an individual and organization (Timm, 1993, p. 12). A clear understanding of the above elements predisposes the individual to success in self-management, through the provision of a solid basis for the desire to develop in self-management.#p#分頁標題#e#
 
The basic step in self-management involves the evaluation of the self in the present. This involves an assessment of the system of values the individual holds, in relation to the ones necessary in the role of management in the organization. The writer desires a variety of values as a manager to help set a good example to employees in the organization. These values are also important ingredients in the context of operations in the organization, as they increase the productivity of employees, besides having a positive impact on teamwork and the product (Timm, 1993, p. 8). The writer is able to make important decisions, respects and actively seeks to meet set deadlines in production, interacts well with colleagues and employees in the organization, and is comfortable with pressurized work. Some of the desired values include flexibility at work, enhanced ambitions, cheerfulness, organization and punctuality, confidence, a greater level of initiative, patience, and efficiency. These values are vital ingredients in the realization of success in the organization and in teamwork.
 
Self-management involves several aspects, including the competent planning of time, analyzing the self, being aware of all the resources and assistance opportunities at disposal, developing attitudes that facilitate the individual's aims, and developing a positive attitude towards duties, responsibilities, and challenges. The writer also needs to control emotions, and manage transition/uncertainty. The writer shall conduct a "Strengths, Weaknesses, Opportunities, and Threats," SWOT, analysis to aid in a through understanding of the self and form the basis of knowledge of what changes are necessary on a personal level (SSM, n.d., p. 1-4). Various sources of support exist for the writer, in financial, health, and social spheres.
 
There are five foundations of self-management: the understanding of perspective, purpose, personality, planning, and productivity. Perspective involves the attitude of an individual towards the amount of control present in life. Such attitudes may range from helplessness to the feeling of absolute control over the circumstances present at a time. The individual needs to be realistic about the level of control possible in the circumstances, to avoid overconfidence. The type of "locus of control" an individual possesses determines the kind of perspective an individual adopts in life and in work. An "external locus of control" causes an individual to view the world as controlling, making them prone to the feeling of helplessness, while an "internal locus of control" makes the individual to feel on top of the circumstances in life and work. While the presence of some external forces that influence our attitudes is indisputable, most of the forces in life and work are subject to human and personal influence. The writer needs to adopt the positive attitude characteristic of the "internal locus of control," to view the problems in life and at work as solvable (Timm, 1993, p. 8-10; Tobin, 2003, p. 1-2). A defeatist attitude is undesirable in self-management.#p#分頁標題#e#
 
Purpose involves the objectives of a process, or the aims/goals. The purpose of self-management relies heavily on the value system a person ascribes to: it defines what is, and what is not, desirable. The premise in the definition of purpose is therefore the assessment of one's value system, and a clear understanding of what suits this definition. The purpose of self-management needs to be achievable, suitable to the life and work of the individual, and facilitative of teamwork in the organization. The value system used in the definition of purpose needs to be reflective of the objectives of the organization in which the individual works (Timm, 1993, p. 16-20). This is in order to avoid conflict between the two, and, given that the writer is part of the organization's decision-making mechanism, prevent placing the future aspirations and success of the organization or team in jeopardy. The writer shall adopt the purpose described above in self-management - to achieve flexibility at work, enhanced ambitions, cheerfulness, organization and punctuality, confidence, a greater level of initiative, patience, and efficiency.
 
Understanding of personality, including the level of assertiveness, reception to ideas, and accommodation of others' views. Assertiveness is important in self-management as it ensures the individual's commitment to the process of change and the level of clarity of one's preferences to other people in life, especially in this case as the writer manages several personnel in an organization towards the realization of certain goals. The writer also needs to develop a personality of good reception to the ideas of others, in order to have a wide field of choice and inclusivity in decision-making. The writer shall enroll into a personnel management-training centre to learn how to coordinate the services of workers, how to keep them motivated in their tasks, duties, and responsibilities, and how to communicate with them effectively for the most effective results.
 
Planning, including the definition of activities on a daily basis aimed at the development of individual qualities towards the objectives outlined above. The writer shall ensure a daily schedule of activities aimed at self-management as outlined in this paper. The schedule shall accommodate the duties and responsibilities of the writer as a manager in the organization, and shall include a daily incorporation of all practices and values learnt in the course of self-management into the interactions with employees and in life.
 
Productivity and the enhancement of guards against backtracking in the process of self-management (Timm, 1993, p. 29-32, 39-40, 54-58). The aim of self-management is to achieve and maintain certain levels of personal qualities in management, and the writer should ensure that the expected benefits provide a level of inspiration that prevents backtracking on the resolve.
 
Several benefits are possible from the implementation of self-management. First, the program shall increase the level of managerial performance and effectiveness in the writer's organization. It shall increase the manager's level of success in coordinating the activities of employees, the quality of communication and interaction between the manager, employees, and the management, and the level of the manager's confidence in ability to influence employees and the production process in a positive way for success in the organization's objectives (PSM, n.d., p. 1). The program shall also lead to the enhancement of ethical values in the organization and motivation for success.#p#分頁標題#e#
 
Motivation refers to the trigger and sustenance of practices designed to achieve certain goals. The level of motivation among employees is a major determinant factor in an organization's success. Motivation among employees in an organization contributes to the level of productivity, profitability, quality of production and services delivered, and morale in the performance of tasks. For organizations to remain competitive in the industry, economy, and world trade, a lot of investment is necessary in policies and strategies to establish and maintain a high level of motivation in the workplace. The complication of this process worsens with the fact that different motivational strategies have varied effects on employees. While a good salary greatly motivates a sizeable number of employees, other employees regard career progression, flexibility in work schedules, and achievement as more important. A good understanding of the factors that motivate different employees is key to the retention of organizational competitiveness in the market (M.E., n.d., p.1). Knowledge of what constitutes motivation for each employee in an organization is a challenging task, and a great deal of research and review on a case-by-case basis is necessary for such understanding. This is a long process, involving a well-coordinated assessment exercise to evaluate the preferences of individual employees. This would help the manager in knowing what strategies to employ in the workplace to motivate each and the whole group of employees in the organization to ensure success in the objectives of the organization.
 
Although good remuneration remains a vital ingredient in the enhancement of motivation among employees, it is certainly not the only strategy: a variety of actions and measures is necessary. First, there is need to select motivated employees during recruitment and in promotion to higher posts, in order to enhance the motivation of both themselves and other employees. The promotion of motivated employees instills motivation in the others through the enhancement of the impression that hard work pays. Recruitment of the most qualified candidates in the filling of a vacant post has this same effect, since the candidates with the best qualifications, hence the highest motivation, receive employment. A basic way to measure the level of motivation of an employee or a candidate is to assess past achievements. This is because individuals with high levels of inner motivation usually possess excellent past records, in terms of academics and job achievements. Psychological assessments are also significant in the determination of the level of motivation in an individual (Herzberg, n.d., p.1). These involve the identification of motivational drive in individuals.
 
Once recruitment occurs, a further challenge involves the sustenance of a high level of motivation among employees. Researchers argue that the way to keep employees motivated in their work is by making their work rich, as a resource, and in terms of excitement. The most common and easy way of achieving this is through the provision of learning opportunities in their tasks, duties and responsibilities. Such opportunities include those that provide challenges on a regular basis and those that promise greater roles and responsibilities, such that employees feel continuously motivated to achieve and reach more. Continuous learning opportunities present the employee with more knowledge, which benefits both him/her as an individual, the organization, and the society (Herzberg, n.d., p.2). The promise of more opportunities, and higher roles and responsibilities in the organization presents the employee with a high level of motivation in a bid to achieve more.#p#分頁標題#e#
 
The level of motivation in an employee is high in the presence of an inner drive. The manager needs to employ competent methods during recruitment and promotion to higher roles to identify the employees with such characteristics in order to reward individuals with high motivation, thus enhancing motivation among other employees to work hard to reach such levels. The role of the manager should be to offer employees the opportunity to apply their abilities in production. This provides the motivated workers with the platform to display their talents, commitment, and focus. A significant amount of motivation emanates from certain qualities of the job itself, including the pride of achievement, the appreciation of such achievement from colleagues and the management, the responsibility that comes with the job and growth in the self during execution. The manager thus needs to provide jobs that pose exciting challenges to employees on a continuous basis. The manager needs to ensure that the employees execute their duties in a favourable environment, with respect to these elements (Herzberg, n.d., p.3; Rodriguez, 2001, p. 2). The manager and the organization should strive to provide the employees with the best environment possible, with a high level of workplace cleanliness, attractive and fitting wages for employee efforts, friendly, unbiased, and objective supervision, reasonable job security, and ensuring objective and amicable solutions to disputes involving employees in the company.
 
For maximum motivation among employees in the organization, the writer plans to minimize the number of supervisory staff in the organization. The presence of many supervisors in a workplace reduces the level of motivation among workers through making them feel not trusted. It also makes confusion at work to increase through the possibility of conflicting instructions. Making employees to enjoy responsibilities in their work is also a perfect way to increase their motivation, since it makes them feel trusted and increases the chances of their sense of achievement after success. It also has the effect of instilling a positive attitude among employees towards their duties and responsibilities in the long term. The manager shall emphasize the significance and importance of employees' work as a way of according meaning to employees' work, thus providing an additional source of motivation (Herzberg, n.d., p. 3). The manager shall adopt the policy of assigning clients to specific employees in the organization as a way of creating individual responsibility for them.
 
The manager shall also arrange for regular training of employees in the operations of the organization, use of the technology in the organization, and in the way to deal effectively with clients. Regular training ensures that employees remain competent in their tasks and in the use of new technology, thus keeping their motivation high. The manager shall liaise with the administration to ensure that the employees' remuneration fits the level of their contribution, besides being adequate for their daily needs. This remuneration shall be subject to regular review to keep it in tune with changes in the standards of living. The manager shall also ensure that the channels of communication between employees and the management are open: freedom, non-victimization, and non-anonymity shall be vital ingredients in such channels (Herzberg, n.d., p. 3; PPM, n.d., p. 3; Mullins, 2005, p. 192-195). This shall enable employees to voice any complaints they may have about the operations in the firm, relations with the senior staff, and personal issues. It shall provide a useful resource for the maintenance of motivation among employees, since their concerns shall have an opportunity for redress. These policies and guidelines shall ensure that the employees remain highly motivated for their tasks, responsibilities, and duties.#p#分頁標題#e#
 
This paper has assessed the significance and process of self-management as a precursor to the management of others. It has found out that the management of the self forms the basis of management of others, therefore supporting the views of Pedler et al (1990).