Professional Development for Strategic Managers

Contents

Introduction. 1

Personal and Professional Skills. 3

Strategic Goals of Product Development Manager 3

My present level of skills versus strategic goals achievement 4

4.1 Problem Solving. 5

. 6

  1. Conducting skills audit by skills audit template. 8
  2. Personal development plan (PDP) 10
  3. Learning Log. 12
  4. Gibb’s cycle. 14
  5. Conclusion. 17

APPENDIX A (Skills Audit) 19

APPENDIX C (My Learning Log) 24

APPENDIX D (New Skills Audit after skill development) 26

Reference List 28

 

 

 

 

 

 

Introduction

 

Managers take main roles in an organization involving employee engagement, employee motivation, employee retentionand building a productive workplace (Heathfield, S. (2016).  Managers lead general staffs to achieve the strategic goals of an organization which include performing the job effectively so as to make successful business, improving adaptability and flexibility of staffs when facing change, creating a learning culture in an organization and thus providing opportunities to meet individual’s learning needs (Luecke, 2004). The current trend is consistent change, included obligations as a director and rising expectations. To remain alive, managers need to build their flexibility, extend their administration abilities and close gaps. They have to end up distinctly a multidimensional go-to individual. To put it plainly, one should put resources into themselves and their people (Mosley et al. 2008, p. 276).

To achieve all these goals, managers are required to have certain skills and professional development while the development not only strengthen their potential values and strengths but also improve their limitation and strategic planned.  Consequently, professional strategic development is important for managers and provides a significant payback to an organization.

Professional development is the way towards enhancing and expanding abilities of staff through access to instruction and preparing openings in the work environment, through outside association, or through watching others play out the occupation (Gamage, 2006, p. 189). It helps in building and maintaining morale of staff individuals, and is thought to draw in higher quality staff to an association. Professional development helps staff members in improving their professional competence, effectiveness, skill, and knowledge. It ensures that the staff members are well-prepared to meet the organizational needs in the continuously changing workplace (Gamage, 2006, p. 189).

This report is to assess whether I have essential managerial skills contain personal and professional skills of Product Development Manager by conducting skill audit and referring my mid-year appraisal; some results of self-assessment tools and psychometric testing are used as a reference too.  Hence to find out any limitations which have to be improved for smoother my career path, a personal skill development plan will then be implemented.

 

 

 


Personal and Professional Skills

 

As a professional manager, some certain managerial skills are required to have in order to achieve the strategic goals of an organization, which are “Personal Skills” and “Professional Skills”.

“Personal Skills” are the personal attributes, personality traits, inherent social cues, or communication abilities needed for success on the jobs.  The specific skills include Interpersonal skill, Time and Stress Management, Communication, Decision Making and Problem Solving, Change adaptation, Planning, Ethic and Influencing, Assertiveness and Working in Teams (Koontz & Weihrich, 2010, p. 5)

“Professional Skills” are the skills focusing on management performance and of business which include Coaching and Mentoring Skills, Multitasking, Counselling, Leadership and Presentation, Leading and Chairing Meeting (Bates, 2005, p. 26).

 

 

Strategic Goals of Product Development Manager

 

For a Product Development Manager, some certain managerial skills are required to achieve the strategic goals of an organization.  The objectives and the requirement of Product Development Manager are listed as below,

 

3.1 OBJECTIVES

  1. Manage and control the product development of apparel labels, tags & packaging items which handled by 20 PD staffs;
  2. Design and implement strategies to achieve improved performance of the PD department;
  • Manage project priorities and allocate resources to meet assigned timelines and goals;
  1. Introduce new product developments to sales team to boost sales growth;
  2. Implement training programs to improve the skill level of the PD team;
  3. Supervise new product sampling and costing negotiation with suppliers.
  • Monitor and enforce supplier performance and quality standards to achieve improved results

 

3.2 REQUIREMENTS

  1. Good product knowledge of woven labels, printed fabrics labels and printed paper items;
  2. Excellent interpersonal and organizational skills; must work well in a team-oriented environment.
  • Strong English verbal and written communication skills;
  1. Self-motivated, detail-oriented, with strong analytical and communication skills

 

By reviewing the objectives and requirement of Product Development Manager, it is affirmed that all the mentioned personal & professional skills of a manager can be applicable on the position for achieving the strategic goals of the company.

There are a number of different tasks daily so Time Management and Multitasking skills must be possessed, otherwise no task can be completed punctuality. They ensure managers have enough time to complete all the tasks assigned to them within an organization (Bates, 2005, p. 27).  Moreover, to lead a 20 staffs-team with prioritizing all projects and allocating the resources efficiently, the manager has to have good skills of Planning, Delegation, Mentoring, Counselling and Leadership, it is to ensure the team can be worked closely and smoothly (Bates, 2005, p. 24). Furthermore, it is an essential skill of Presentation for implementing a training programs and introduction of new product developments to sales team. Last but not the least, to deal with different parties such as internal customers and suppliers, the manager has to possess various professional skills like Decision Making and Problem Solving Skills, Effective Communication Skill, Negotiation Skill and Conflict Handling Skill (Bates, 2005, p. 25).

 

 

My present level of skills versus strategic goals achievement

 

Base on the mid-year appraisal, the overall scores is 4 out of 5, the comment of my superior, Product Development Director is positive.  The only weakness parts are the relationship among each departments and the presentation skill of product introduction, thus Interpersonal Skill and Presentation Skill are the target I need to improve.

For other strength parts and skills I have, which have been appreciated by the director during appraisal meeting.  Indeed, it can be showed by some self-assessment tools and psychometric testing

 

4.1 Problem Solving

It is an unavoidable fact that different level of problems exists in our daily life, managers should have skills to deal with them with a variety of solutions promptly, hence to toreduce or even stop them happen again.

Base on the assessment result of DISC Personality Report, shows in Figure 1, Personal scores of DISC Personality Model

(https://www.123test.com/dis-personality-test/), my personality is “Dominance”.  It describes the way I deal with problem is assert myself and control situations.In case any problems occur, “Dominance” deals with them without procrastination by listing any possible solutions and relevant long-term and short-term consequences; then ask for advice from relevant parties and discuss the cases and concerns with team members to bring out results. This ensures that appropriate strategies are implemented in achieving the set goals of the organization (Montgomery, 2011, p. 78)

 

 

Figure 1, Personal scores of DISC Personality Model

 

4.2 Working in Teams

To achieve strategic goals smoothly and work under harmony environment, having teamwork is the core factor while managers take the most important coordinating roles to motivate the team spirit.  Mangers have to be open-minded to hear different opinions and assigning appropriated roles for appropriated specialist in order to extend their strengths and compensate limitations of other teammates.

Base on the assessment result of Belbin Team Roles, shows in Figure 2, Personal scores of Belbin Team Roles Model

(http://www.123test.com/team-roles-test/), my result is a “Chairman”.

Belbin Model points out that the chairman has a strong coordinating role who tries to bring and keep the team together during the processing of activities (Kouzes & Posner, 2006, p. 107).  It is what I am dealing with the team in a respectful and open-mindedway.  There is no communicative issue within the Product Development Team so far.

Figure 2, Personal scores of Belbin Team Roles Model

 

4.3 Personalities versus Professional Skill

According to the assessment result of MBTI tool about 16 personalities recognition, MBTI (www.16personalities.com), I belong to a “Defender”.  MBTI points out that Defenders are warm, approachable and great listeners, who are willing to work alongside their subordinates and organize the teammates so as to prevent conflict, they always pursue to have a win-win situation (www.16personalities.com). All those merits can support the successful and implementation of Counselling, Coaching and Mentoring Skills, and the manager is capable to go through the subordinate’s personal issue such as emotional and family issue.


5. Conducting skills audit by skills audit template

 

To have professional development, self-awareness is required.  There is a feasible way to evaluate my current level of strategic managerial skills required for achieving the objectives and requirements of Product Development Manager, it is “Skills audit” (University of Wales BA Business– Managing Self and Others – Skills Audit), below is the summary of my skills audit, Figure 3

 

Figure 3, My Skills Audit

 

The details results are showed in Skills Audit (Appendix A)

 

“Current Skill Level” means my current skill level of strategic management while “Target Skill Level” means the strategic objectives of Product Development Manager.

In the light of the scores, the strengths skills are Coaching, Organisation and time management, then Decision making and problem solving.  On the contrary, the limitations are Interpersonal skill and Presentation skill, the scores are too low and have to be improved.  As per the requirement of Product Development Manager, excellent interpersonal skill is one of the basic requirements, it creates a non-obstacle environment and convenient communication way for daily working process among different departments, it is important to implement well in a team-oriented working environment.  Indeed, shy and strong independent native characters are the barriers for me to develop this skill. I will need to be able to interact with other staff members properly as intrerpersonal skill is the ability to get along with other staff members while getting the job done (Koprowska, 2010, p. 55).

Identically, it is discussed in previous section “Strategic Goals of Product Development Manager” that Presentation skill is also an essential skill to implement training programs and introduction of new product developments to sales team for growing up business.  Without this skill, I cannot be qualified as a manager to achieve the strategic goals of organization. This is because without effective presentation skill I will not be able to communicate in various situations hence the information will not be presented properly (Atwood & American Society for Training and Development, 2007, p. 28).

Consequently, to be more aggressive on my career path, it is time to face these issues and do some improvement.  Both Interpersonal skill and Presentation skill are the priority leadership developments for me.  Surely, other stronger skills should be continued to build up and utilized during my daily job and would be reviewed regularly.

 

 

  1. Learning Styles

 

Prior to starting the skill development, it is an efficient way to identify an appropriated learning style (Pashler et al. 2008). points out that Learning styles are the popular concepts in psychology and education that are intended to identify how people learn best.

Generally speaking, individuals differ in how they learn.  The learners can learn better when the teaching methods are matched with their learning style and the relevant activities are aligned to their learning strengths and preferences (Schmeck, 2013, p. 3).

There are many different ways of categorizing learning styles including Honey and Mumford Model, Fleming’s VAK/VARK model and Kolb’s model.People can identify the preferred learning style by conducting these tools.

 

6.1 My preferred learning style

According to below Figure 4, Honey and Mumford Model (http://www.emtrain.eu/lerning-styles/), Pragmatist is my preferred learning style.

 

Figure 4, Honey and Mumford Learning Style pie chart

 

A Pragmatist learning style focuses on the application of learning in real life circumstance and work in practice.  They do not concern about the accuracy of theory but just having experiment with new ideas as long as they can see a practical and down to real application.  Pragmatists focus on proving the practical processes and tools in the real world, failure is not a problem but another experience and choice for them (Pashler et al. 2008). Another model to be conducted is Fleming’s VARK model, it shows Visual is my preferred learning style.  Visual learning is a style in which a learner utilizes graphs, charts, maps and diagram (Pashler et al. 2008).

 

7. Personal development plan (PDP)

 

To demonstrate the skills development, a personal development plan is constructed.  Personal Development Plan (PDP) is an action plan of an individual’s personal and professional career life.  The plan can help to improve individual’s limitations and strengthen the merits for maintainingthe current level of success and preparingfuture opportunities.  Hence the plan should be set as “SMART”, that means it should be Specific, Measurable, Attainable, Attainable and Time-bound so as to keep on measuring and following up the progress (Rughani, 2001).

 

7.1 Skills to be developed

By comparing the results of Current Skill Level and Target Skill Level of Skills Audit (Appendix A), some skills have been achieved the targets like Decision making, Problem solving, Organisation, Time management and Coaching.  All those skills can be performed continuously and no need to have further development.  Similarly, some skills that attain high scores and nearly reach the target level; like Planning, Delegation, Motivation, Target setting and Written communication, would no need to arrange specific development but need to be improved by putting more effort on them.  On the contrary, the lowest scores are Interpersonal skill and Presentation skill.  As it is pointed out on the section of “Conducting skills audit by skills audit template”, the scores are too low and have to be improved since excellent Interpersonal skill is one of the basic requirements of the manager role while Presentation skill is an essential skill to implement the strategic goals.

To have better performance appraisal next year and glorious career path, it is needless to say both Interpersonal skill and Presentation skill are the priority leadership developments for me.

 

7.1a Development of Interpersonal skill

As a “Defender”, I am a humble and shy person, I seldom share my own thoughts with others and even downplay my own successes.  It is my weaknesses to communicate with others and in front of a group proactively, that causes difficulty to have closer and positive relationships with my co-workers.  It is affirmed that effective communication is an important part of an overall interpersonal skills for both professional and personal life so I have to be open-minded to improve the skill on different aspects like building up rapport and positive relationship with co-workers and making a win-win successful networking with good workplace friends.  What the activities are to create face to face communication regular meeting and start to have lunch meeting with different teammates of different departments.  Details PDP is shown in My PDP (Appendix B)

 

7.1b Development of Presentation skill

A number of steps are being proceeded for improving my presentation skill. First of all is to build up self-esteem and confidence speak in front of a group, it is the fundamental condition of a presentation.  It can be leant by watching the performance of other participants in meeting then raise opinion pro-actively during the meeting.  Meanwhile, to read presentation skill books or browse any captioned websites to study the technical skills in the light of different aspects involving objective, subject, audience, place and time control. Next is to ask for advice from experienced co-workers so as to collect their comment and learn from their experience.  Concerning the presentation tool, one of the software Microsoft Power Point should be studied and practiced by browsing Microsoft website and consulting co-workers who are familiar on it.  Details PDP is shown in My PDP (Appendix B)

 

 

8. Learning Log

 

To have a record of the development process and reflect upon each skill development activities against the PDP, a learning log is utilized.

Learning Log is a useful tool for recording personal learning experiences, thoughts, feelings and reflections.  It also contains the conclusions of what have been learnt and achieved, and what action and attitude to be taken for the next learning opportunity or in the future.  It helps learners think about and structure their own learning (Foster, 2008).

 

To apply learning log on my managerial skill development, some events are included.  The first one is “What did I do”, which are the activities have been done for the managerial skill improvement process.  Then, “How do I feel about this”, “What did I learn” and “What have I achieved”, they are the personal feeling of each activity and the achievement after each activity to be reflected.  The final one are “What will I do differently next time” and “How shall I use this activity experience in the future”, it helps me to identify the gaps between what I learned and my expectation so as to address what will be done differently next time.  For keeping track of the learning progress, it allows me to think about what and how can be applied in future per each variable activity experience (Foster, 2008).

 

My Learning Log is shown on Appendix C,

 

8.1 New Skill Audit after skill development

It is a great attainment that my managerial skills are improved after gone through a variety of development.  The result can be recognized on the New Skill Audit (Appendix D), an extra event “New Skill Level” has been added on the Skill Audit (Appendix A) which indicates the overall new scores of the assigned managerial skills of strategic goals after three months of skill development program.

Below is the summary of New Skill Audit, Figure 5

 

Figure 5, New Skill Audit

 

The details results are showed in New Skill Audit (Appendix D)

 

“Current Skill Level”, “Target Skill Level” and “New Skill Level” are shown clearly, it is appeared that the scores of Interpersonal skill and Presentation skill have been increased.  Apart from these two skills, it shows Oral Communication skill becomes better as well, it is because of the technical knowledge and acquisition of both trained skills can be applied on oral communication.

By comparing with the scores of “Current Skill Level” and “New Skill Level”, the scores of Interpersonal and Presentation skill have been raised from 2 to 4 which can be acted as enormous improvement.  Meanwhile, the score of Oral Communication skill has been increased from 2 to 3.  By reviewing the entire skill audit, there are only three score differences to achieve the target skill level after the development plan.  With continues growing up of Interpersonal, Presentation and Oral Communication skills the coming three months, my year-end appraisal should be attained better result.

 

 

9. Gibb’s cycle

 

Gibbs’ (1988) reflective cycle is a popular model for reflection of an event. The model includes six stages of reflection shown in Figure 6, Gibb’s Reflective Cycle.  They are Description, Feelings, Evaluation, Analysis, Conclusion and Action Plan.

Figure 6, Gibb’s Reflective Cycle.

 

 

The first stage is Description, it is the background information of an event descripted by the writer; the second stage is Feelings, it is the discussion of the writer’s own feeling and thoughts about the experience of the process.  The third stage is Evaluation, it is the discussion of what, how and why in details of the event; the fourth stage is Analysis, which is an important section for analyzingwhat have helped or hindered the event.  The fourth stage is Conclusion, it is to conclude the whole process and indicate what positive and negative experience is and have comment on it.  The sixth stage is Action plan, which is the summary of what should be done or improved for next time (Gibbs, 1988).

9.1 Evaluate skills development by Gibb’s cycle

My skill development process can be evaluated by using Gibb’s cycle as below,

For the Description stage, per the mid-year appraisal 2016 in my organization, I have been required to improve two managerial skills, one is Interpersonal skill and another one is Presentation Skill.  Apart from capturing the comment of my director, I have conducted a series of self-assessment tools and psychometric testing for identify my own skill level and preferred learning style like Skills Audit, Belbin Team Roles assessment tool and Honey and Mumford Model.  I’ve also constructed my own PDP and Learning Log for demonstrating and recording the objectives, activities, feeling, achievement and further planning of the entire development process.

 

For the Feeling stage, it is a valuable experience in my life as it is the first time to have such pro-active development planning, I started to understand my personality that influence my role of job, I dig out my strengths and limitations on the aspects of personal and working.  I was excited to have such opportunity to develop myself and my superior was helpful to support me as always.  Meanwhile, I was worried about how to have work-life balance as I alerted the skill development processwould occupy me a lot of time that even reduce my family time.  I felt down and upset for some moment especially I was frustrated for asking advice from the Sales Manager about the Power Point file of new product presentation.  Also, I got lost and helpless when facing problem during the process of self-learning Microsoft Power Point at the very beginning; fortunately, I can consult with helpful experienced co-worker for solving issue finally and I felt relax.  On the other hand, I kept a positive attitude during the entire process since I got valuable and positive feedback from others from most of the activities.  I enjoy having lunch with different co-workers, chatting with them and sharing our gossip, this activity not only release my working pressure but also enlarge my networking for convenience my daily communication with different co-workers.

 

For the Evaluation stage,

I have good and bad experiences throughout the development.  During the bi-weekly product meeting, I increased the product knowledge from Production Manager and understood the concern about the marketing needs from Sales Manager, it is good for me to hear two opposite ways and to be a patience listener.  Watching the performance of other participants in meeting is another useful activity, it let me understand what language is powerful to convince others and how to become a good speaker.  Besides, self-study in reading presentation skill books and websites of Power Point gained me a lot of knowledge in free on improving presentation skill, I implemented the theories and techniques on daily jobs and most of them are workable.  The only issue of all those are time consuming, it takes me much time to attend meetings which caused I could not finish my daily works during working hours and thus have to work overtime every day.  Spending time on self-study also occupied my leisure time at home, I lacked of time to stay with my family at the moment.

On the contrary, I got bad experience when I try to ask for advice from Sales Manager regarding the product presentation file in early of December.  As we had not built up close relationship at the beginning, the Sales Manager refused to answer my question and laughed at me in front of my teammates, it made me so sad and embarrassment.

 

For the Analysis stage, as per the bad experience of consulting with Sales Manager, it can be showed people may not give me a hand without having closer relationship.

Also, when I got lost and helpless when facing problem during the process of self-learning Power Point at the very beginning, it make me alerted “Pragmatist” may not be the only one learning style for me.  I could try to find out another way to have further progress (Need, 2006).

Another finding is from the lunch meeting and building up successful networking with workplace friends.  Most people do not want to share information if they cannot have the same remuneration so truly successful networking with good workplace friends is a must.  Also, it is essential to build a win-win relationship that means to ensure all people in the network can have the same treatment and get what they want.

For the Conclusion stage, the overall skill development can be said as successful. Through the plan, I know where my strengths and limitations are, I have improved the specific managerial skills which related to interpersonal and presentation.  I have learnt how can be a patience listener and presentable speaker, how to create a professional Power Point file, how to made up my courage to talk with stranger and the most important is to build rapport and positive relationships with other team leaders like Sales Manager, Production Manager and Customer Services Manager and the relevant teammates (Montgomery, 2011).

 

For the Action Plan stage, to have smoother process for any similar development plan in future, the initial activity is to build up closer networking and good relationship with the co-workers.  I have to approach people pro-actively by making the first step, it is the fundamental social skill for strength my interpersonal skill.

Concerning studying Microsoft Power Point or even any software knowledge, a professional course hold by HKTDC can be considered to attend, it spends money but can achievethe target easily.

 

 

10. Conclusion

 

It is a worth opportunity to let me know more about myself on the strengths and limitations of working and even personal aspects. I learnt a lot from different activities through the skill development plan which direct me to fulfill the objectives and requirement of Product Development Manager and thus to achieve the strategic goals of our organization (Need, 2006).

 

Supervisors take principle parts in an association including worker engagement, representative inspiration, representative retention and building a profitable working environment (Heathfield, S. (2016). Chiefs lead general staffs to accomplish the key objectives of an association which incorporate playing out the occupation viably in order to make fruitful business, enhancing versatility and adaptability of staffs when confronting change, making a learning society in an association and along these lines giving chances to meet individual’s adapting needs (Luecke, R. (2004). The present pattern is reliable change, included commitments as an executive and rising desires. To stay alive, directors need to assemble their adaptability, develop their organization capacities and close holes. They need to wind up unmistakably a multidimensional go-to person. Basically, one ought to place assets into themselves and their kin (Mosley et al. 2008, p. 276). To accomplish every one of these objectives, supervisors are required to have certain abilities and expert advancement while the advancement reinforce their potential qualities and strengths as well as enhance their confinement and key arranged. Subsequently, proficient vital advancement is essential for chiefs and gives a huge payback to an association.

 

Total: 4331 words

 

APPENDIX A (Skills Audit)

 

SKILL TYPICAL DESCRIPTORS Current Skill Level

Low          High

TargetSkill Level

Low           High

Organisation and time management Prioritising, dealing with paperwork; interruptions; planning your day. 1   2   3  4  5 1   2   3  4    5
Decision making and problem solving Ability to make decisions; selecting suitable solutions; analysis of appropriateness. 1   2   3  4  5 1   2   3  4    5
Planning Leading teams; consulting team members; task allocation; objective setting. 1   2  3  4   5 1   2   3  4    5
Delegation Matching tasks to staff; providing guidance and advice; maintaining staff motivation and focus. 1   2  3  4   5 1   2   3  4    5
Motivation Applying motivational techniques; understanding individual motives; making tasks challenging; encouraging creativity; providing team support; engendering trust and openness. 1   2  3  4   5 1   2   3   4   5
Coaching Providing guidance; listening skills; ability to draw out information; reinforcing behaviour using feedback; negotiating; planning goals and objectives. 1   2   3   4  5 1   2   3   4   5
Target setting Understanding and communicating organisational objectives; use of SMART objectives to achieve targets. 1   2   3  4   5 1   2   3   4   5
Interpersonal skills Relating to others; building rapport and positive relationships; being sensitive to peoples needs; using influencing and persuasive skills to help others improve performance or overcome problems; listening effectively and providing feedback; being assertive; use of body language. 1   2 3   4   5 1   2   3   4   5
Written communications Structure and format of letters, memos, e-mails, reports 1   2   3  4   5 1   2   3   4   5
Oral communications Structure and format: techniques for effective presentations; using the telephone; meetings. 1  2  3   4   5 1   2   3   4   5
Presentation Formulate a strategy for the specific audience and occasion; Develop a clear structure; Create a presentation style material; responses to questions and challengeswith confident during presentation 1 2   3   4   5 1   2   3   4   5

 

 

University of Wales BA Business– Managing Self and Others – Skills Audit Template

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


APPENDIX B (My PDP)

What am I trying to achieve? What are my development objectives? What activities do I need to undertake to achieve my objectives? What support/ resources do I need to achieve my objectives? Target date for achieving my objectives Actual date of achieving my objectives
Improve Interpersonal skill Building rapport and positive relationships with other team leaders include Sales Manager & Production Manager Create face to face communication opportunity such as holding bi-weekly meeting for reviewing products Director, Sales Manager & Production Manager Early of Feb, 2017
(on-going)
 
Making a win-win successful networking with good workplace friends Join lunch meeting with different teammates of different departments Different team leaders such as Customer Services Manager and Sales Manager End of Jan, 2017
(on-going)
 
Improve Presentation skill Improves self-esteem and confidence in group – Watch the performance of other participants in meeting and capture what should and should not do.
– Raise opinion pro-actively during meeting
Be proactive to join different meeting and discussion Start from early of Jan, 2017
(on-going)
 
Learn how to make a professional and effective presentation Read presentation skill books and browse presentation skill websites A computer with online function and library Mid of Jan, 2017  
Learn from experienced person and collect the comments for the actual Presentation file Ask for advice from experienced co-workers such as Sales Manager Sales Manager Mid of Jan, 2017  
Familiar on Microsoft Power Point Practice the software and study the material from Microsoft website or consult co-workers if need A computer with online function and installed with Power Point,
Co-workers who have knowledge of Power Point
End of Jan, 2017  


APPENDIX C (My Learning Log)

 

What did I do? How do I feel about this? What did I learn? What have I achieved? What will I do differently next time? How shall I use this activity experience in the future?
3 Jan, 2017:
Held the first bi-weekly meeting with Sales & Production Manager for reviewing products.
Good but I alerted I am not pro-active enough. Enhanced product knowledge from Production Manager Be a patience listener I will prepare all question prior to next meeting Keep in mind about the question of Sales Manager and all product knowledges from Production Manager, all are useful for me to have better communication with my teammates and co-workers.
4 Jan, 2017:
Joined lunch meeting with CS Team
Excited as it was the first time to join other team for lunch Tried to talk to some strangers Start to meet workplace friends Be more open-minded to talk closely with them and try to join other co-workers from sales team It is a good chance and experience to know more co-workers out of working area, seems we can work closely on our works in the future.
11 Jan, 2017:
Joined lunch meeting with Sales Team
Excited and feel good Heard some information related to the Sales Manager Be courage to open new topic in front of strangers To invite their manager to have lunch together even we have some bad issue happen before The talkative sales teammates acted as models to show me social skill, I can imitate them to improve my interpersonal skill.
13 Jan, 2017:
Invite Sales Manager to have lunch together
Anxious at the beginning then relax after lunch Never give up and be brave to face anybody who may not show friendly to me Have good communication with Sales Manager Can talk deeply about any topic including job related one and our both families The Sales Manager is a famous serious person in the company, this experience helps me to open up our relationship, it is more convenient to deal with her in future
6 Jan, 2017:
Watched the performance of other participants in meeting and capture what should and should not do
Good and feel comfortable Understood what language is more powerful to convince others and what caused diaster How to be a good speaker Raise opinion pro-actively during meeting Observation others is good for me to alert the character of different people and what behavior the people reacted.  It enhance my presentation skill.
5 Dec, 2016:
Read Presentation Skill books and browse Presentation Skill websites
Have been attracted by the contents Some theories and techniques of Presentation Skill Understand my own limitations and strengths Search case study and review it Utilize the theories and skills on preparing product development introduction presentation.
12 Dec, 2016:
Ask for advice and feedback from experienced co-workers such as Sales Manager
Bad and embarrassment People may not give me a hand without closer relationship No positive advice from the Sales Manager Try to avoid abrupt advice from co-workers Build up friendship with co-workders before asking for help
16 Jan, 2016:
Ask for advice and feedback from Sales Manager again after our lunch meeting
Good & pleasure The importance of building up good workplace friends. Got valuable comment from Sales Manager and completed my presentation file Try to avoid abrupt advice from co-workers Build up friendship with co-workers before asking for help
15 Dec, 2016:
Practice Microsoft Power Point and study the material from Microsoft website
Fine but feel helpless when facing problem Got basic knowledge on Power Point Can create a simple file Drop down some unsolved problem and consult with co-workers Accumulate the learned knowledge from the website and expertise (co-workers) then creating a professional Power Point file


APPENDIX D (New Skills Audit after skill development)

 

SKILL TYPICAL DESCRIPTORS Current Skill Level

Low         High

Target Skill Level

Low         High

Improved Skill Level

Low            High

Organisation and time management Prioritising, dealing with paperwork; interruptions; planning your day. 1    2   3  4 5 1   2   3  4   5 1  2   3    4   5
Decision making and problem solving Ability to make decisions; selecting suitable solutions; analysis of appropriateness.

 

1    2   3  4  5 1   2   3  4   5 1  2   3    4   5
Planning Leading teams; consulting team members; task allocation; objective setting.

 

1    2  3   4  5 1   2   3  4   5 1  2   3    4   5
Delegation Matching tasks to staff; providing guidance and advice; maintaining staff motivation and focus.

 

1    2  3  4   5 1   2   3  4   5 1  2   3    4   5
Motivation Applying motivational techniques; understanding individual motives; making tasks challenging; encouraging creativity; providing team support; engendering trust and openness.

 

1   2  3 4   5 1   2   3  4   5 1  2   3    4   5
Coaching Providing guidance; listening skills; ability to draw out information; reinforcing behaviour using feedback; negotiating; planning goals and objectives.

 

1    2   3  4  5 1   2   3  4   5 1  2   3    4   5
Target setting Understanding and communicating organisational objectives; use of SMART objectives to achieve targets. 1    2   3  4  5 1   2   3  4   5 1  2   3    4   5
Interpersonal Relating to others; building rapport and positive relationships; being sensitive to peoples needs; using influencing and persuasive skills to help others improve performance or overcome problems; listening effectively and providing feedback; being assertive; use of body language.

 

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Written communications Structure and format of letters, memos, e-mails, reports 1    2   3  4  5 1   2   3  4   5 1  2   3    4   5
Oral communications Structure and format: techniques for effective presentations; using the telephone; meetings.

 

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Presentation Formulate a strategy for the specific audience and occasion; Develop a clear structure; Create a presentation style material; responses to questions and challengeswith confident during presentation 1   2   3   4  5 1   2   3   4  5 1  2   3    4   5

 

 

University of Wales BA Business– Managing Self and Others – Skills Audit Template

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