Professional Professional Development For Strategic Managers
Table of Contents 1|Page
Executive Summary.........................................................................................................................3 Introduction......................................................................................................................................4 Task 1...............................................................................................................................................4 1.
Assessing personal and proessional skills re!uired to ac"ieve strategic goals#..................4 1.1
Appropriate met"ods to evaluate personal skills to ac"ieve strategic goals#................4
1.$
Tec"ni!ues to assess t"e proessional skills to support t"e strategic direction#............%
Task $...............................................................................................................................................& $.
'onducting a skills audit to identiy learning style..............................................................& $.1
Evaluation o t"e strategic skills needed to meet current and uture leaders"ip
re!uirements............................................................................................................................& $.$
Applying appropriate tec"ni!ues to identiy preerred learning...................................(
Task 3.............................................................................................................................................1) 3.
Implementing a personal development plan.......................................................................1) 3.1
'onstructing a personal development plan t"at meets t"e leaders"ip development
re!uirements..........................................................................................................................1) 3.$
Assessing t"e outcomes o personal development plan against personal *ork
o+,ectives...............................................................................................................................11 3.3
Evaluation o t"e impact o o*n learning against t"e ac"ievement o strategic goals11
'onclusion.....................................................................................................................................1$ -eerences......................................................................................................................................13
Executive Summary In t"e process o management t"e manager usually re!uires a *ell set o com+ination o +ot" personal and proessional skills. T"ese skills include tec"nical competencies "uman resource $|Page
management skills and also conceptual a+ilities and contri+ute to t"e ac"ievement o strategic goals. A successul manager possesses t"ese !ualities and contri+utes to t"e *elare o t"e organi/ation *"ic" is very crucial. It is important to conduct skill audit and a manager must kno* "o* to coordinate *it" all t"e employees in a company. . It supports a person in recogni/ing t"e current skills t"at t"e person "ave and also recogni/es t"e skills t"at t"e person can re!uire in uture. Skill audit "elps in understanding t"e uture needs and identiying learning style. Personal development plan is a process *"ic" supports t"e *ork experience and +y going t"roug" t"is plan one can +uild and relect "is personal and proessional development. It provides a structured approac" to decisions a+out *"at is needed to +e done and also "o* to plan to learn it. 'onstructing a personal development plan is necessary to ac"ieve t"e strategic goals.
Introduction In order to manage and execute t"e *orkload t"e manager need to "ave +ot" personal skill and proessional skill. To ac"ieve t"e strategic goals it is necessary to evaluate t"e p ersonal skills and
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also to apply tec"ni!ues to assess t"e proessional skills. In t"is report t"e various learning style *ill +e discussed and t"e needed skills o a leader *ill +e evaluated 0Tovey $)14. A personal development plan *ill +e implemented "ere *it" suita+le met"ods. T"e impact o t"e o*n learning against t"e ac"ievement o t"e strategic goals *ill also +e evaluated.
Task 1 1. Assessing personal and professional skills required to acieve strategic goals! In t"e process o management t"e manager usually re!uires a *ell set o com+ination o +ot" personal and proessional skills. T"ese skills include tec"nical competencies "uman resource management skills and also conceptual a+ilities and contri+ute to t"e ac"ievement o strategic goals 02illiams $)). ess importance s"ould +e given on tec"nical competencies as t"e organi/ation5s "ierarc"y progresses and more s"ould +e given on conceptual a+ility to ac"ieve t"e strategic goals. A successul manager possesses t"ese !ualities and contri+utes to t"e *elare o t"e organi/ation. T"e personal skills and t"e proessional skills o t"e manager are assessed +elo*.
1.1
Appropriate
metods
to
evaluate
personal
skills
to
acieve strategic goals! Personal skills are t"e a+ilities o t"e managers to do somet"ing and it is evaluated *"en t"e manager is put t"roug" some trial in real lie. T"ese skills are some*"at in"erent in every person and +ased on t"ese skills t"e person is +eneited or a proessional career. T"e re!uired personal skills in ac"ieving strategic goals are evaluated +elo*. Time management: Time management is important or +ot" in our personal lie as *ell as
proessional lie *"ic" "old t"e key or personal success and proessional success 0Sc"ermer"orn $)1). Time management is +asically t"e process o development *"ic" increases t"e eiciencies. A manager s"ould use t"e time properly and analyse it to improve productivity. 6e also s"ould esta+lis" S7A-T 0speciic measura+le ac"ieva+le realistic and time +ased o+,ectives minimi/e non8productive *orks perorm t"e tasks timely prioriti/e t"e *orkloads and also deal *it" t"e time *asters in order to ac"ieve t"e goals o t"e organi/ation. 4|Page
Effective delegation: Eective delegation reers to t"e process o entrusting responsi+ilities to
ot"ers and t"at s"ould +e logical. It esta+lis"es t"e relations"ip o t"e managers *it" t"e su+ordinates and *it" t"e peers 0Podolny et al. $)11 It reduces t"e +ottlenecks and ensures t"e even lo* o *ork. Eective delegation includes training and development and also evaluates t"e perormance o t"e su+ordinates. Stress management: Stress management is considered as an essential skill or managerial
success and it generally comes in environment organi/ational and individual actors *"ic" involve uncertainty 09eyarat"nam $)1$. Stress can occur in many orms suc" as *ork demands leaders"ip role conlict *it"in t"e organi/ation etc. 7anager s"ould "ave t"e a+ility to control t"ese stress eectively to ac"ieve t"e strategic goals. Problem solving and decision making: A manager s"ould "ave t"e a+ility to analyse t"e
pro+lem recogni/e t"e severity o t"e pro+lem ind t"e most availa+le solutions and also evaluate t"e +est solution to t"e pro+lem 0Anso $)1). To ac"ieve t"e +usiness goal it is necessary to take *ise decisions or t"e irm and t"ese skills s"ould +e in"erent in an employee. Effective communication: 'ommunication skill is t"e primary actor *"ic" distinguis"es one
individual rom anot"er. In a +usiness or organi/ation it +ecomes very necessary to convey messages to t"e employees so t"at t"ey can perorm t"eir duties +etter. A person s"ould "ave good listening understanding and !uestioning skills *"ic" eventually provides +etter a+out t"e customers and clients 0Sadler $)13. A good manager is capa+le o "andling conlicts *it"in t"e organi/ation to ac"ieve t"e strategic goals.
1."
Tecniques to assess te professional skills to support
te strategic direction! Proessional skills are important in proessional career. A "ig" level o proessional skill must +e in"erent in a strategic manager to support t"e strategic decisions o t"e organi/ation. T"ere are so many proessional skills suc" as coac"ing mentoring multi tasking and leaders"ip skills. T"ese skills *ill +e assesses +elo*# Counselling and mentoring: 'ounselling and mentoring is an important actor in an
organi/ation as it motivates t"e employees to ac"ieve t"e organi/ations goals. It supports t"e
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sta *it" t"eir o*n learning and development re!uirements *"ic" eventually results in +etter outcome. Coaching: 'oac"ing is a skill t"at is a must "ave !uality in any proessional. As t"e *orld "as
+ecome competitive it is very important or a manager to coac" and lead "is team. :ut a person must "ave communication skill to accomplis" coac"ing 0Anso $)1). A manager "aving t"e coac"ing skill develops t"e eorts and transorms t"eir team into t"e +est one. Leadership: eaders"ip skill is considered as a +ack+one or any proessional. I a person "as
leaders"ip skill "e;s"e can guarantee t"e success o t"e organi/ation. It generally inluences t"e people to ac"ieve t"e strategic gaol +ut t"e manager s"ould "ave communication as *ell as time management skill to eectively lead t"e people. Multi tasking: A person s"ould "ave multi8tasking skills as it is very important or proessional
lie. Perorming dierent task in a limited time *it" eiciencies leads t"e company to*ards success and time management skill plays an important role in t"is regard. T"e manager s"ould use occupational standards to identiy competencies continue sel development or proessional +odies deliver eective presentations etc 0Sadler $)13. To ac"ieve strategic goals it is important to ensure t"at t"e employees perorm t"eir ,o+ eectively and also opportunities s"ould +e provided to meet t"e individual needs. 2"ile responding to c"ange or managing t"e stress t"e manager must ensure and improve lexi+ility and adapta+ility 0:rody and
Task " ". Conducting a skills audit to identify learning style It is important to conduct skill audit and a manager must kno* "o* to coordinate *it" all t"e employees in a company. :asically it is an analysis o t"e employees current skills compared to t"e previous t"at is +ot" re!uired in t"e current and uture environment. It supports a person in =|Page
recogni/ing t"e current skills t"at t"e person "ave and also recogni/es t"e skills t"at t"e person can re!uire in uture 0Sc"ermer"orn $)1). Skill audit "elps in understanding t"e uture needs and identiying learning style.
".1
Evaluation of te strategic skills needed to meet current
and future leadersip requirements A company s"ould orm leaders"ip strengt" +ot" in current and uture +ut or t"at t"ey need to identiy t"e needed eatures o leaders"ip. T"e various strategic skills needed to meet current and uture leaders"ip re!uirements are assessed against relevant >ational ?ccupational Standards 0>?S and >@ competence standards. Skills to develop strategies in the changing market: @arious types o c"allenges are aced
+y a company +ot" in t"e current and t"e uture market. :ut a company need to "ave strategies to cope *it" t"ese situations 0Podolny et al. $)11. In a competitive and "ig"ly complex +usiness environment it is necessary to ind innovative met"ods o decision making and developing strategies *"ic" *ill assist t"em to manage *it" pace. Communication technolog skills: As organi/ations are *orking across dierent countries
it is tec"nology *"ic" "as ena+led t"e a+ility to *ork across +orders. In an International market t"ere are dispersed oices *it" a num+er o employees *"o are +ound to c"ange according to t"e culture. As leaders"ip re!uirements t"e +usiness must "ave skill a+out communication strategies to carry out t"e leaders"ip in t"e uture 09eyarat"nam $)1$. Skills about emerging market: A +usiness must "ave skills in emerging market as t"ey
t"ink t"at it *ill carry out operations in t"e current market as *ell as in t"e uture market. So in making strategic decisions a +usiness leader must "ave skills in t"e emerging market. I a company aims optimal gro*t" rom emerging markets it must "ave a leader *"o understands t"e *orking environments in t"e emerging market. Performance revie! and mentoring: People developments are e!ually important in today5s
*orld as most o t"e decisions are taken +y teams. A company cannot alone ace t"e emerging market and t"e competitors rat"er it needs t"e "elp o its employees. T"e *orkorce s"ould +e managed eectively and monitored and in t"is case leaders"ip plays an important role. &|Page
Pschometric Tests
@arious occupations re!uire various a+ilities competencies +ut t"e individuals dier rom t"ose a+ilities 0:rody and
scenarios and individual c"oices and strengt" o eelings are indicated t"roug" ans*ers *"ic" identiies preerences suc" as personality assessment and interest inventories etc. Test of ma"imum performance: Individual maximum perormance is assessed in t"is test
and it includes a+ility and aptitude tests and ,udged eit"er as rig"t or *rong. S#$T %nalsis
T"e S2?T analysis o a leader lists t"e strengt" *eakness opportunities and t"reats 09es $)13. T"e strengt"s are8 time management multi tasking stress management counselling etc. *eaknesses are8 lo* !uality education eective delegation negotiating inancial resources etc. ?pportunities are getting urt"er education career advancement kno*ing cross culture etc. T"reats are competitors panel o o+servers c"anging la*s etc.
"."
Applying appropriate tecniques to identify preferred
learning It is important or t"e managers to understand t"e learning process and to identiy preerred learning style. @arious met"ods "ave +een introduced in t"is regard suc" as Bol+5s learning cycle 6oney and 7umord learning style !uestionnaires 7yers8:riggs Type Indicator 07:TI etc. 6oney and 7umord introduced a !uestionnaire t"at categori/es people5s preerred learning styles into our categories suc" as activists relectors t"eorists and pragmatists 0-"oton and S"ane $)11. Activists are open minded and non8sceptic *"ereas relectors are sceptic and preer to t"ink t"oroug"ly. T"eorists are adaptive and *ell o+servers *"o t"inks pro+lem step +y step and pragmatists try out ne* ideas t"eories and tec"ni!ues. Pragmatists learning style is +est suited or a manager as it makes t"e learning more eective and eicient. Anot"er style *"ic" is Bol+5s learning cycle is *idely used in t"e organi/ations. In t"is cycle it is relected t"at learning (|Page
is endless and also identiies t"e signiicance o internalisation and relection 0
Task # #. Implementing a personal development plan Personal development plan is a process *"ic" supports t"e *ork experience and +y going t"roug" t"is plan one can +uild and relect "is personal and proessional development 0
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#.1
Constructing a personal development plan tat meets te
leadersip development requirements T"ere are various *ays o developing a personal development plan and t"is *ill also meet t"e leaders"ip development re!uirements. It involves t"ree steps to carry out a personal development plan. Cirst o all t"e leader must identiy t"e re!uirements descri+ed in t"e skill audit +eore proceeding urt"er 09es $)13. T"en "e needs to identiy t"e components o +etter development suc" as communication skills presentation skills skill in t"e c"anging and emerging market mentoring and perormance revie* skills and also "e needs to ocus on t"e overall goal o leaders"ip development. A S7A-T o+,ective s"ould +e set to relect t"e personal and proessional development plan. Smart: Doals s"ould +e clearly deined and *ell *ritten. Measurable:
Doals s"ould +e measura+le and it must "ave tangi+le evidence. Denerally
measura+le goals are s"ort term. %chievable: Doals s"ould +e c"allenging +ut ac"ieva+le. It s"ould +e *ell deined so t"at it
could +e ac"ieved. &esult'focussed: Doals s"ould +e result ocussed not activity ocussed. Time'bound: Doals s"ould +e timely and it also s"ould make an applied sense o urgency. Doals
*ill not produce an avoura+le outcome *it"out some urgencies.
Objectives
Actions
Learn how to deal
Practicing in front
with
of
critical
Resource
shadow
situation in more
management
effective way.
audience.
or
Do some relevant training Do
Time
Online research
12 weeks
Find address and contact detail Contact
with
different
training
centre. relevant
1) | P a g e
courses Making
sure
emloyees
!date daily note
" weeks
with line manager.
araisals comlete #egistered
with
rofessional $ody
Filling
registration
form and su$mit #eceived confirmation
Online research on rofessional
' weeks
$ody
we$site. %elehone communication &mailing them
(elect
relevant
course with role
Check )CC) and
2' weeks
C*M) we$site for detail information
Denerally a leader uses t"e principles o leaders"ip development or implementing personal learning. Curt"er step in t"is process is to develop a plan and ater t"at deciding on t"e strategies to exclude rom t"e plan to ac"ieve t"e strategic goal.
#."
Assessing te outcomes of personal development plan
against personal $ork ob%ectives Sta mem+ers set personal development goals to increase t"e a+ility o contri+uting to t"e organi/ation5s success. T"e accomplis"ment o t"ese goals gives a +ase or career success and t"e employees oug"t to +e motivated and also excited a+out ac"ieving t"ese goals. Perormance management ensures t"e development o superior *orkorce *it" t"e "elp o proessional development plan. :ut t"e only limitation to t"e gro*t" is t"e a+ility to "ire t"e superior *orkorce 0-"oton and S"ane $)11. 7otivating goals motivates people and increases t"e c"ances o success and assists to overcome o+stacles. Ater setting t"e motivating goals t"e re!uired actions must +e taken +ecause *it"out actions t"e ac"ievement cannot +e expected. T"e manager or leaders need to notice t"e opportunities t"at come t"eir *ay to ac"ieve t"e strategic goals. Attention s"ould +e given to opportunities to gro* in t"e irm. T"ey must +e *illing to 11 | P a g e
take detours i somet"ing does not *ork properly. T"ere s"ould +e ackno*ledgement or successes as ackno*ledgment encourages t"e *orkorce to perorm +etter and motivates to*ards goals. It is necessary to *rite do*n t"e successes t"roug"out t"e day. T"e personal development plan results in +etter personal *ork o+,ectives.
#.#
Evaluation of te impact of o$n learning against te
acievement of strategic goals T"e personal development "as +een implemented or a s"orter period o time and t"e learning played an important role in ac"ieving t"e strategic goals. . T"e skills discussed in t"e personal development plan plays a very vital role in ac"ieving t"e strategic o+,ectives. Presentation skills are important *"en someone *orks at retail stores and it is pivotal to *ork and develop t"e presentation skill in order to get +etter control on t"e *ork o+,ectives. Detting eed+acks rom t"e peers and t"e su+ordinates are important as it "elps in improving t"e learning and also "elps to ind out t"e *eak points 0Tovey $)14. T"e interpersonal skills suc" as communication time management and pro+lem solving play a signiicant role in t"e proessional and personal lie. 'ommunication skills are very important in ac"ieving t"e strategic goals. As time management "elps to manage time eectively it makes t"e aims and o+,ective plans as *ell. T"roug" t"e decision making skill t"e understanding a+out certain t"ings "as +een improved *"ic" is necessary to ac"ieve t"e goals. T"roug" delegation t"e team *ork "as +een more improved and t"e employees "ave learned to interact more eectively t"an +eore 02illiams $)). Personal development plan is a *ay t"roug" *"ic" an individual dra*s up a plan t"at *ill assist in uture prospective.
Conclusion In t"is report t"e various skills8 +ot" personal and proessional o a manager "as +een discussed along *it" appropriate tec"ni!ues and met"ods. T"e dierent learning styles suc" as Clemming5s @A-B model 6oney and 7umord learning style Bol+5s learning cycle 7:TI etc. "ave +een descri+ed and also +een critici/ed "ere. Cinally a personal development plan "as +een implemented *it" suita+le met"ods and t"e impacts o o*n learning against t"e ac"ievement o strategic goals "ave +een evaluated.
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Sadler P. 0$)13. Strategic management . Sterling @A# Bogan Page. Saloner D. S"epard A. and Podolny 9. 0$)11. Strategic management . >e* ork# 9o"n 2iley. Sc"ermer"orn 9. 0$)1). Management . >e* ork# 9. 2iley. Special Issue o Strategic ?rgani/ation# GStrategic 7anagement T"eory and FniversitiesG. 0$)1%. Strategic Organization 130$ pp.1=381=%. Tovey -. 0$)14. Professional development . 'am+ridge 7A# 6arvard 'ollege. 2illiams B. 0$)). Strategic management . >e* ork >.#
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