DEVELOPING PERSONAL AND MANAGEMENT SKILLS

DEVELOPING PERSONAL AND MANAGEMENT SKILLS

INTRODUCTION

The main transferrable talents in the workplace were identified. Illustrated their application and usage, especially in the context of management. Explained and related to the usage and implementation of supportive management and management abilities. Their leadership abilities are reflected in a multitude of models. In addition, a personal development plan has been designed and justified to enable the efficient management and leadership level to be enhanced. Concentrated on the learning results of the personal and management skills development course. The first task is to identify areas where the autonomy and management skills are represented and where the personal development plan may be successfully managed. The idea and use of transferable skills were discussed in the second half by the best practices of enterprises.

TRANSFERABLE SKILLS

In modern enterprises, leadership and management, we hear more terms than any others. They are not the same concepts, yet they must go together. Efforts to differentiate between the two ideas are complex rather than resolved. Management function may be defined as planning, organization, management, and control. The leader’s main task is to inspire and promote the right people. Being an organization’s success is based on both concepts (Hill et al, 2019). To drive this achievement is more vital to the business a reflection of management and leadership abilities. The organization, via its application of the learning process within organizations, emphasis improving the employee’s knowledge. To better the organizational management of learning, many businesses are maintaining the learning and development department of human resources.

Professionals are offering several styles of leadership and management skills. The experience theory of Kolb’s learning, the reflection model of Gibbs, Rolfe’s reflection model, John’s structured thinking model, and the reflection of Cottrel. The connection between these four models is explained in the following diagram. All of these approaches represent management learning and leadership qualities. David A. Kolb presented the model of Kolb’s Experiential Learning Cycle (Hill et al, 2019).

Many models of leadership and management skills are offered by professionals. The experience theory of Kolb’s learning, Gibbs’ model of reflection, Rolfe’s model of reflection, the John model of organized thinking, and Cottrell’s practice of reflection (Gerhart, 2015). All of these approaches represent management learning and leadership qualities. David A. Kolb presented the model of Kolb’s Experiential Learning Cycle. There are four primary phases in the life cycle, according to David A. Kolb. The connection between these four models is explained in the following diagram.

  • Specific Experience – Learning from fresh expertise or re-interpretation
  • Reflective observation – observation or observation of the specific relevance
  • Abstract Conceptualization – Creating or developing new ideas or changing an existing notion based on knowledge
  • Active Experimentation – The student is applying his ideas worldwide

But there is no right or incorrect way for every student to go through the experience cycle. There is no wrong way to go through it. The individual who has joined the experience of learning depends on the hidden preference. Their degree of training, culture, career interests, present jobs, and personality level have affected this. We can not specify or bind the reflective models to one frame. It’s different by the individual, by country, by generation, by country.  The key component in developing people’s learning is organizational culture. It will be helped and motivated by the learning groups. This will help the organization’s members successfully reflect the management and leadership qualities.

“A window for practitioners to see inside and know who they are in their daily practices as they attempt to comprehend and grasp the meaning of desired work. The practitioner must reveal, face and comprehend the conflicts between what is practiced and what is wanted within their practice. The fact that the practitioner can take action to overcome these conflicts adequately is the conflict and dedication to the ideal job .” This is another paradigm that John C introduces to explain the reflection.

The five questions are based on this paradigm. They can break the event down and reflect the learning process. Learning should always focus on the results. That should be in line with users’ career aspirations and companies’ growth goals. If both can fulfill the reflection, both sides will be positive. The reflection role is a means to motivate autonomous, competent, and self-directed professionals to build successful leadership and management teams and to encourage personal improvement, career advancement, and a strong connection between theory and practice. The benefits of reflective learning are information gained through experience, skills in professional practice are developed, the current knowledge is re-framed and practical applications are continuously improved.

A practical tool to determine your training requirements, enhance performance and achievements is the Personal Development Plan (PDP). This approach is useful to everyone and will allow you to arrange your personal, educational, and job growth appropriately. The Personal Development Plan is an action program based on self-awareness, values, goal setting, career growth planning, relationship management, and autonomous education. The Personal Development Plan is a concept that specifically improves experience to achieve the joint goals of individual career progress and corporate development. According to the present function and circumstances of employees, PDP has identified the important areas in which future education and development requirements should be concentrated and provided the correct direction.

Management duties include planning, organization, staffing, leadership, or management of an organization or endeavor to achieve an aim (a group of one or more individuals or organizations).

Planning: Think of planning as a management function as a process of picking the right objectives and activities to pursue, which strategies to apply, which actions to take, and which resources to attain the goals.

Organizing: This technique allows employees to work together to achieve their organizational goals.

Leading: This position requires expressing a vision, encouraging staff to use vision, influence, persuasion, and excellent communication skills to encourage and motivate others.

Management consists of numerous distinct kinds of resources. The deployment and manipulation of Resource.

Staffing: recruitment and selection of staff for jobs in the firm (within teams and departments).

Controlling: assess how effectively you achieve your objectives, improve performance and take action. Implement processes that help you define standards so that you can measure, compare and decide.

Main resources to be acknowledged and enhanced to increase productivity-

  • Human resources
  • Funding resources
  • Technology resources
  • Cosmetic resources

SUPPORTIVE MANAGEMENT AND LEADERSHIP

Supporting leadership is a leadership style in which a manager not only delegates duties and outcomes but helps a staff until the work is done. A key step forward for supporting management is to work with the employee until he or she has the capacity and ability to undertake duties in the future with minimum supervision.

Technological progress is not the only factor that transforms the way companies function nowadays. Things like cloud services and data analysis can be highlighted, but the new generation of employees and employers also undergoes many other changes. The present leadership style differs from that of our parents and grandparents traditionally. Supporting leadership is one kind of management that is growing widespread amongst executives. An illustration is the greatest method to illustrate supporting leadership. Suppose that at the end of the fiscal year the company manager A intends to raise output to 15 percent. If he follows the conventional style of leadership, the manager will investigate, analyze and then develop the actions that are needed to reach the goal. He then gave his staff the instructions and established a time limit for the project

Take another firm, say B, where the manager seeks the same goal. She does address the issue rather differently, however. She develops a team of people with the necessary abilities to do the job. She then provides instructions on how to achieve the objective. However, she works with them and listens to their thoughts and opinions, instead of allowing them to do so. Things also provide, oversee and rectify required resources when they go wrong.

Some principles govern supporting leadership, that are listed below-

Dialog with staff

A leader of the 21st century needs, by paying equal attention, to create a balance between management and leadership. Unfortunately, management is emphasized by a majority of companies, and leadership is neglected.

The ideal leader is not aimed at achieving all the objectives by himself. She sees herself rather as a team coach. But not only establishes the rules, but she also welcomes any proposals for modifications as a member of the team. Only employee interaction may give such helpful criticism. Simply said, a helpful leader maintains the communication lines open and accepts errors, critiques, and recommendations if necessary.

Training

Leadership training depends on the attitude of the leaders in three main areas: emotions, training, and time. Sustainable leaders do much more than regulate. They also listen to their workers’ problems and assist them to cope with difficult circumstances. It is one of the differences between a helpful leader and a normal manager.

Promote teamwork

Teamwork is an important component of supporting leadership. Begin with the creation of a team of qualified people able to accomplish the work. A leader’s next step is to communicate his expectations. It doesn’t presume every member of the team understands what to do.

Commitment to show

Another approach for people to help their teams is to be committed. A leader should dedicate himself to both his team and the project. If the leader questions the goal and objectives of the company, the uncertainty is naturally mirrored in the activities of its team members. But if the leader is engaged, her co-workers are devoted, too.

Concentrate on relations

Managers often make the mistake of disregarding colleagues’ relations. Of course, a leader should constantly focus on the principal goals, but it does not imply that excellent interactions cannot be built.

The ties between the team members and the leadership and their colleagues are essential. Indeed, these connections frequently influence how efficiently goals are achieved. Be a relationship builder if you want a highly dedicated staff that has duties.

PERSONAL DEVELOPMENT PLAN

Goals for developmentWhat steps must be taken to attain goals?What resources/supports must attain goals?
Improve planning and decision-makingFind out more about business analysis and processes   Business planning and analytical workshopsOpportunities for training
Enhance communication and public speech skillsPrepare and make a 10-minute presentation at a monthly review meeting   Organize and chair a monthly team meetingAbility to present at the monthly briefing
Enhance coaching and mentoringCertification of coaching and technological know-how about coaching   Materials for updating trainingUpdate training material support for teams   Discussion schedule allocation
Enhancement of priority work and time management skillsIntroduce an appropriate technique of segregation and draw up a plan and disseminate it throughout the team   Take part in time management courses to successfully find ways of doing thingsTop management acceptance and other schedule departments   Training scheme
Get experience in team management and managementAccomplish more teamwork duties   Conduct a unique initiative throughout the year to provide the company further benefitsAssign a project and the project leader   Experienced leaders’ guidance

SWOT analysis and competency audit results might come from the personal development plan. The competency audit identifies the skills requirements and SWOT analysis explains the personal assessment of strengths, weaknesses, opportunities, and threats. Personal plans usually motivate improvement planning in the workplace or inside the organization and external training planning. In line with the SWOT analysis and competency assessment, employees who fulfill this job must improve their decision-making and planning skills. This user should attempt to improve business knowledge (Farrell,  2017). This has led to the work and the development idea of a side organization. A worker should advance with the executive team and acquire business knowledge and use those lessons for the enhancement of planning and decision-making.

MANAGEMENT AND LEADERSHIP SKILLS

The manager can communicate plays an important function. This will assist maintain the team’s leadership position, deliver a clear message and drive the performance among the team. A SWOT analysis requires improvements in communication skills, the PDP will make this easier through work training. Senior management should connect itself with the demand and provide chances to meet the requirement. The ability to coach and guide helps drive team performance.

For both excellent leaders and competent managers, this talent is necessary. The team will maintain its confidence and respect in the coaching and development skills of a leader or manager. If the leader has strong coaching skills, he may create and coach a high-performance team. This will ultimately fuel the company’s success. (Pickett, 1998). Working priority will drive the employee’s time to be used effectively. The external training should be used and on work, training should be given priority time management and work priority. External training provides a theoretical and conceptual basis, and practical application is provided on the job.

Communication is a daily life cycle activity and nothing can be done in today’s world without communication. Everybody expects everybody to behave, to act, to think, to answer, to move, to learn, and to communicate just as they have been. No one of the individuals could act the same as one another, because of discrepancies and defects in human nature.

Supportive communication is a communication technique that promotes people in tough conditions to communicate with the public properly. This is aimed at preserving or building a positive relationship between the communicator and the listener through problem-solving, adverse feedback, and a challenge. Those are listed below-

  • Consistent, not incongruous, descriptive, not assessing
  • Problem-Oriented, not oriented person
  • Validate, do not disallow
  • Specific, not global, not disjointing
  • Proper, not deprived
  • Hearing supportive, not one-way

Over the last decade or two, Scrum and Agile have been the hot terms in development management. Each is a management concept for quick development, iteration, and execution.

Scrum is characterized as an empirical feedback method that emphasizes openness, control, and adjustment. As far as values are concerned, the scrum rejects conventional hierarchy and encourages dedication, boldness, focus, openness, and a team-based, goal-driven atmosphere. You will see three categories in terms of structure.

Development Team—They will be your functional specialists who will work together each day to build a new software component (or possibly the whole). This is typically cross-functional in the scrum.

Scrum Master – This individual works on the elimination of obstacles and acts as a buffer between the team and external distractions typical interaction with other teams. The master also assesses progress holistically and guarantees alignment to the idea of the scrum.

Product Owner (PO) – The focus of the office is on the voice of the client in the team world. In this respect, stakeholders represent everyone interested in this team’s performance. The PO is a bridge between the team and the outside world where it works, not a manager.

Motivation

Nowadays, most businesses want highly motivated employees but they do not grasp the things that inspire their staff. The main responsibility of the companies is to guarantee that activities or jobs are done correctly through their workers. The organization and its leadership should motivate them appropriately to improve the performance of its personnel. Adequate motivational instruments with good leadership and management should be coupled to attain this objective. Intrinsically motivating and motivating are two important motivating principles. Organizations utilize several strategies to increase employee motivation. They can be categorized as economic and non-financial stimulus elements. Managers might assume that financial motives can only enhance employee motivation. Empirical evidence has shown that non-financial rewards and recognition have inspired the majority of employees more than money concerns. They are short motivations for employees when dealing with cash motivators.

Team Effectiveness

Teams are recognized as collections for the performance and exercise of organization, for the sharing of common objectives, for social interaction, for the interdependence of tasks, for the maintenance and management of boundaries, and for incorporation into the context of an organization in which the frontiers are established and the team is limited and for exchange with other entities within a wider organization. Team efficiency seems to be the team’s ability to achieve the objectives or targets managed by the management team or organization. Four key team phases of development are training, storming, standardization, and performance. A team notion is used by many companies to increase the performance of their operations. To do so, information, knowledge, abilities, and skills have to be combined. The bulk of project-based teamwork is encouraged due to the easy monitoring of team performance.

CONCLUSION

The principal transferable talent was discovered in the workplace. Their application and use have been illustrated, notably for management purposes. Explained and connected to the use and implementation of management and support capacity. Their leadership skills have been shown in several models. Furthermore, a personal development plan was created and justified to increase the efficient degree of management and leadership.

REFERENCES

Hill, M.A., Overton, T.L., Thompson, C.D., Kitson, R.R. and Coppo, P., 2019. Undergraduate recognition of curriculum-related skill development and the skills employers are seeking. Chemistry Education Research and Practice20(1), pp.68-84.

Gerhart, B. and Fang, M., 2015. Pay, intrinsic motivation, extrinsic motivation, performance, and creativity in the workplace: Revisiting long-held beliefs. Annu. Rev. Organ. Psychol. Organ. Behav.2(1), pp.489-521.

Pickett, L., 1998. Competencies and managerial effectiveness: Putting competencies to work. Public Personnel Management27(1), pp.103-115.

Morison, S. and McMullan, C., 2013. Preparing for the future: challenges and opportunities for management and leadership skills. British dental journal214(1), pp.E2-E2.

Farrell, M., 2017. Leadership reflections: Leadership skills for knowledge management. Journal of Library Administration57(6), pp.674-682.

Rimmer, A., 2018. How do I prepare a personal development plan?. Bmj363.

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