Contemporary Management Skills: Development Plan

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Contemporary Management Skills: Development Plan

Table of Contents

Career Goal and Career Opportunities
About Myself
Current Skills Inventory
Learning Goals
Plan
References

The intention of this three year action plan is to craft a spotlight on developing management skills. My strengths and weaknesses as well as the challenges and needs to overcome my weaknesses and improving upon some areas will form the backbone of this three year plan.

This plan avows that strong management is crucial to build up the competence to be accountable for all parties.

Career Goal and Career Opportunities

This paper provides me with an opportunity to celebrate who I am, what I believe in and the potential I can reach. Career planning is one of the very important resolution and can happen only once in any ones life, but for this I have to identify and redefine my goals.

First I have to choose an occupation, find a job, grow, and perhaps change my job for better prospectus. It gives me a sense of control over my career, a transition from an individual to a manager and finally to a director in a short span of three years.

Looking at my nature I would persist myself to explore the options instead of going for that one ideal job. For this I think I have to explore intensively. I am well aware that successful career growth engrosses risk taking, ambiguity and denial.

I am confident that in a short span of three years time I would be able to build up my behavior to deal with any poignant contact during the process of my career development.

I have to liberate some of my work practices according to demand and adopt a innovative attitude consistent with my role.

Not only I will learn to relieve myself, but would be able to evaluate my strengths and overcome my weaknesses.

To obtain information about my career field, I need skills to work diligently, even beyond the limitations of job requirements. To perceive the skills required for the job, I will look at a prospect, that is suitable for me in a particular organization. I need to explore and put on to a hidden job market where employment openings are not publicized. I expect that this prospect will render me to a multiplicity of employment and variety of companies thus making the hunt in search for a good job that much easier.

About Myself

I am a student of International Graduate School of Business. The incidents I have related in paper one wants me to do more in-depth analysis of multiple aspects of self-awareness be more organized, more independent and make decisive actions.

I believe that in-house training during an early career are beneficial not only to the organization, but also to its employees. It is imperative to take a dynamic and wholehearted approach to personal and professional growth, provide and obtain advice on performance for general progress of myself and others with whom I correspond.

I will apply these proficiencies and behaviors to my work through constant dedication to make out and employ the best performance with my colleagues. My private obligation to nonstop learning and development is translated into constantly civilizing plans and procedures for organizations profits.

I will initiate a development conference with an idea to offer a vision to sense different characteristics of leadership, and discuss how these could be applied into our daily routine, swapping over good practices and truly believing how to operate our businesses.

It is important for me to have effective leadership skills and a leadership style that meets the needs of the organization. The leadership skills and style can affect the relationship between the employee and the manager. Thus it is important for me to choose well the styles I will use and the skill I will show in the firm.

Current Skills Inventory

The transition from an individual to a manager demands that I should adopt a new approach and new behaviors steady to the roles as managers and leaders of an organization. I know I have to first set an objective for myself and then precede towards it in my profession.

To further my career aspirations I need to improve on three specific management skills. One is to gain knowledge and skill to carry out a specific function. I will demonstrate a compassionate understanding of the characteristics and needs of the organization.

I will constantly work to raise the awareness of the entire organization, develop and communicate a vital policy based on the needs of the employees, which is the driving force for problem-solving, decision making, team organization and policy development in an organization.

It can furnish me with a decisive experience for my accomplishment afterward to coincide my skills with my organizations need.

Second is self-regulatory which I will be ready to accept in order to achieve my goals. I will operate with a model of shared decision making which involves stakeholders in close collaboration on decisions, solutions and policies which direct the organization towards realization of its vision.

Third is to experience connectedness being a meaningful part of the organization. In order to understand the balance and synergy of connectedness, I have to adopt strategies connecting with the work force, feeling myself as a part of that organization, rewarding and caring with an incredible sense of humor.

My strength lies in problem solving, decision making and critical thinking to personal skills such as self-awareness, and to interpersonal skills. My adaptive and constructive behavior facilitates me to contract successfully with the stress and challenges of everyday life, leading me to self-esteem, confidence and satisfaction in me. Since our stated focus is the internal state that is inextricably tied to emotion and behavior, a valence, an evaluated component seems to be needed. Therefore self-esteem is the preferred terminology, since this term includes an evaluative opinion of oneself.

Learning Goals

I will learn the importance of fiscal responsibilities, spot and prioritize my career goals, and will evaluate manners and etiquette techniques in a business setting. My goal is to apply techniques to situations I could face, expose ideas and concepts, associated with success in careers, and guide in the intricacies of the transition first between an individual and a manager and later between a manager and a director.

Taking into consideration the four basic functions of my goals: self assessment, opportunity, competition and achievement, I believe that the management-employees relation is better explained by the existing theories of management. The functions involve deciding what to do or planning and how to do it or organizing, were maintained by Ramundo (1994), directing the performance of a planned task or an activity or leading, and evaluating organizational implementation of the plan or controlling

In any organization the importance of structure is a determinant of an individual and organizational performance. In an organization, span of control is associated with the problems faced by management and its employees. Kaufman(1960) states that in situations where managers and employees have similar goals, span of control can be increased with little shrinking and in little face-to-face interaction or autonomy. Smith, P. & Peterson, M. (1988) declared that much more attention needs to be paid to the selection, training, certification of employees in an organization. An environment where I will be co-located and clearly directed to undertake specific prescribed tasks. Managers manage according to commonsense based on their day-to-day experience. According to Luther Gulick (1937) the span of control structures relationships between leaders and employees in an organization.

I prefer to work in an organization which implies the principle of unity of command and cautions against directives coming from too many mangers because incompatible signs could take place leading to confusion among employees.

Many executive intellectuals have argued that the execution of these correlated main beliefs and the outcomes would result in organizations which are set apart by more or less an automatic competence. Therefore competence, confidence and connectedness are the three critical components of self esteem. If any one of these is absent, it is impossible for self-esteem to be high. If organizations provide opportunities for its employees to experience these components, the most insidious internal constraint will be diminished. This will lead to a positive effect. These skills can be improved by discussion or self analysis, and these must be experienced. The key is to provide the experience or opportunities that will allow me to experience and enhance self-esteem.

McGregor (1960) stated that this fact is consistent with philosophies based on psychological theories of motivation.

Plan

Rainey (1997) argues that performance is a task of contribution, the organization accepts from its employees and improvement is a way to keep growing and learning without having to change the job.

I will thus augment my aptitude, put up my skills enduring to my current job, think and be expressive to discuss how I could expand or be different in my job.

To achieve my goals I have to continue investigate and looking for answers to questions which will arise in my mind: What else can I do? Where else could I make use of my skills. I will keep on Identifying other jobs that require the skills I have.

I will spew out my interests in the spirit of exploration. I can either try to find ways to develop or alter the responsibilities of my existing employment to get my hands on those skills required for my job approval. I will reveal my strength by focusing on how to construct my current job better by ever-increasing sovereignty. My proficiency and selection can endow with a great contract and more happiness in my employment.

Any organization, even a highly superfluous organization seeking trustworthiness and steadiness above all else always search for performance regardless of costs.

This means that organizations are improbable to amplify span of control ahead of $ if not there are other inducements to do so. Organizations differ on a variety of factors that determine where $ is for each organization.

Organizations with improved management or more speculation in expertise abide larger spans of control than organizations lacking these advantages.

This entails that the finest span of control can be anticipated for a known set of organizations, but that some organizations will be capable to hold somewhat better quality spans of control without tormenting ill-effects. It is implausible to be as imperative as the quality of contribution, the knowledge applied to the crisis, the assurance of organizational staff, or a variety of other features in the organization; that is, its contact will not be immense. What does this mean? Does it means that its impact is unimportant? Rainey (1997) emphasizes that organizations are open structure and the other feature affecting them may be beyond the employees control.

I believe that two key components of career development are connecting with others and continuing to learn. Therefore, to succeed in life, an essential part of my career growth is to build up an outline for adding and refining skills. The continuous training and experience has refined my skills. My skills are my bequest and competence that I have developed through which I will constantly scrutinize my deeds to recognize my skillfulness: I will learn what I have done well and what skills it took to accomplish the task.

Culture plays an important role while planning career development. It will directly go with my employment principles, personal aspirations, and chosen working approach. When confidence increases, performance increases, the organization gains a higher percentage of production and hence gain excellent results. Sooner or later every organization takes on the characteristics of an effective leader.

References

Luther Gulick, 1937, Notes on the Theory of Organization. In Papers on the Science of Administration edited by Luther Gulick and Lydal Urwick, New York, Institute of Public administration, Columbia University.
Kaufman, Herbert, 1960, The Forest Ranger, Baltimore: John Hopkins University Press
McGregor, Douglas, 1960, The Human Side of Enterprise, New York: McGraw-Hill, Measuring business excellence, Routledge, London.
Ramundo, BA 1994, The bargaining manager, Enhancing organizational results through effective negotiation.
Rainey, Hal, G, 1997, Understanding and Managing Public Organizations, 2^nd ed, San Francisco, Jossy-Bass Publishers.
Smith, P, & Peterson, M (1988), Leadership, organization and culture, London, Sage Publications.

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