Development of Key Management Skills - Term Paper Example

Human resource development xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Munters case study xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Name xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Course instructor xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Date submitted xxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxxx Table of Contents Table of Contents 2 1.0 Section one 3 1.1 Question A: KEY MANAGEMENT SKILLS 3 2.0 Section two 5 2.1 Question A: Definition of Investors in People (IIP) 5 2.2 Benefits of Investor in People 5 3.0 Section three 7 3.1 Question B: Definition of e-learning 7 3.2 Pros and cons of e-learning 7 3.2.1 Pros 7 3.2.2 Cons 8 4.0 Section four 9 4.1 Question A: Outdoor training activities 9 4.1.1 Pros 9 4.1.2 Cons 10 5.0 References 10 1.0 Section one 1.1 Question A: KEY MANAGEMENT SKILLS Mangers are individuals who are known to be issued with the mandate of ensuring organizational visions, missions and objectives are achieved. It is evident that if managers lack managerial skills an organization cannot be able to sustain itself especially in this era of globalization and improved new technology (Whetten 2007). Today, most organization has realized the need to recognize certain skills in their management. This is being achieved through identifying current level of management skills and then utilizing the recognized skills in favor of the organization. The main management skills been used by most organizations across the globe includes; forecasting, controlling and planning, communicating, motivating, decision making, problem solving, organizing and coordinating (Whetten 2007). Based on forecasting, a manager is required to always foresee any kind of risks that may affect decision making within an organization. By so doing one is able to calculate about the future especially in the current global financial crisis. Further, forecasting entails meeting up customer demand through establishing a healthy financial position as part to meet various projected needs (Thomas 2003). The second management skill is that of planning. Here, planning prepare for the future through constant predictions of what events are likely to affect a business. This skill further tries to establish organizational goals and coming up with strategies which will ensure that these objectives are attained. Planning involves coming up with an organizational structure, wider evaluation of resources, evaluation and implementation of various plans (Badawy 1995). Controlling is also a major management skill required in today running of an organization. There are various types of control which includes; quality, cost, quantity and time control. All these three types of controls are very effective for a positive organizational output. Decision making is considered to be the stepping stone skill towards achieving organization since decisions are required at all aspect in an organization (Badawy 1995). Decision are categorized into three this includes; operational decision which entails resource allocation, budget and staffing. Secondly we have administrative which entails proper flow of information and good company structure. Finally, we have strategic which deals with making use of opportunities, promotional issues and various choices of products. The other major management skill is that of co-ordination. This skill is very essential since it ensures all interrelated activities are carried out as planned. Further, it is concerned with attaining a predesigned harmony of all individual within an organization. The directing skill is very fundamental especially in the attainment of organizational objectives through constant motivations and offering guidance to subordinates. Directing skill requires one to be able to issue orders and maintain discipline to junior staff (Badawy 1995). Although directing and motivation work hand in hand with one another, it is evident that these two are usually treated as one skill. Motivation skill assist in coming up with business conditions that ensures employees are able to strive for positive performance. All the named skills can be achieved by constant engaging in basic leadership activities, whereby leaders are able to meet up and share ideas. Further, as a manager it should be your responsibility to gather information either from primary sources or secondary data on how can be able to acquire managerial skills (Thomas 2003). 2.0 Section two 2.1 Question A: Definition of Investors in People (IIP) Investor in people is defined as a flexible standard, which normally allow organization in adapting their stipulated requirements which are usually designed to improve performance through constant realization of objectives. This is obtained by way of managing and developing all individuals within an organization. Since it was established, this standard is reviewed after every three years so as to maintain its relevancy, attractive and accessible to organizations under it (The HRD GROUP 2011). 2.2 Benefits of Investor in People Investor in People (LLP) provides a predesigned framework which usually offers assistance to organizations on various ways it can improve its performance. Further, personnel within an organization are made to realize their objectives through the establishment of a proper effective management and developing. It mainly works under three key features namely plan, do review (The HRD GROUP 2011). Planning entails development of strategies which normally are intended to improve organizational output. Do entail taking appropriate action so as to improve working conditions within an organization thus positive outcome. Finally, review ensures that evaluation is carried out especially on the impact of organization performance towards good results (Meyer 2011). Organization which engages in IIP is able to work towards achieving a more harmonized corporate culture. This is very essential as staff and their management teams are able to create an environment which is friendly thus working toward a common goal which is improving overall companies performance. Further, this standard demonstrates to its stakeholders, suppliers and to both future and current personnel that it highly respects employee engagement. While it is evident that it may sound impossible to link IIP recognition with business performance clearly, increase in sale is ignited through engaging in IIP (The HRD GROUP 2011). Researches have indicated that organizations which engage in IIP have always ensured customers are satisfied. For instance, Munters in United Kingdom recorded that in 2006 97% of customer rated themselves as being satisfied which was an increment from 95% in 2005. Also, customers complains fell from 1.7% in 2005 to 1.3% in 2008. When customers are satisfied and there are less or no complaints from them then, an organization is able to develop a competitive advantage ahead of their main competitors (Meyer 2011). Further the company assessment indicate that IIP has enabled them identify area which requires prioritized development and those which can result in dissatisfaction by customers if left unattended to. IIP ensures that employees are motivated. This can be achieved through involving employee in all organizational activities and widely recognizing their efforts by way of rewarding them. When this is done employee gain morale thus improved retention and reduce absenteeism hence improved performance. In addition to motivation, there is great reduced cost and any kind of wastage. It is evident that motivated and skilled individuals are known to constantly examine their work which is very essential in minimizing wastage and extra cost (The HRD GROUP 2011). This therefore, enhances quality by adding considerable value to all activities been carried out within organization. Clearly when quality is enhanced, public is able to recognize a particular organization thus most people want to be associated with it due to engaging in Investor in People. 3.0 Section three 3.1 Question B: Definition of e-learning E-learning also known as online learning is defined as use of technology to offer learning skills which can be practiced anytime and anywhere. This kind of learning is mostly practiced since constant increase in the use of internet. E-learning includes training and delivery of information and guidance from various educationists without having face to face communication or attending a classroom. Clearly, the quality of electronic training widely depends on its content and how effectively it is delivered (Margaret 2001). 3.2 Pros and cons of e-learning 3.2.1 Pros E-learning is considered to have several advantages. For instance, students especially those who do not recede in schools are able to access information. Through use of e-library, students are able to communicate effectively with their tutors regarding various topics in their subjects without having to meet face to face (Margaret 2001). Accessibility is also evident in those university and colleges that provide online degrees thus offering immediate and qualified assistance. In relation to accessibility, is time reliability within an organization. One is able to save on time when using e-learning since one is able to communicate with his tutor and get online resources without necessarily having to be within school premises (Margaret 2001). Another pro is that of cost saving. Today, E-learning has become more popular in both developed and developing countries. Due to the ability of being able to save on cost that would otherwise be used in travelling and high tuition food paid to tutors student. E-learning has proven to offer students with easier and affordable education such like a prestigious higher degree (Andrew 2001). 3.2.2 Cons It is evident that face to face learning contributes widely towards good communication, therefore making e-learning to lack proper understanding between teachers and their students. Clearly, if a teacher is not capable to feel and measure any kind of motivation and interest from his student, then he is not able to work effectively. Further, e-learning are restricted in time since it tends to lack emotional interactivity. Students are not able to obtain an instant feedback if his or her tutor is not present thus lot time is utilized. Lack of instant feedback can also be as a result of poor troubleshooting skills or poor local networking opportunities (Andrew 2001). Although earlier it was stated that e-learning is cost effective, in other instances it can be expensive. For instance the cost involved in installing high speed internet, buying software and computers which would rather be saved in the case of face to face communication. Students may not be able to engage in practical learning such like extra curriculum activities which are also calculated within school curriculum (Andrew 2001). 4.0 Section four 4.1 Question A: Outdoor training activities Organizations today have come to realize the need of engaging in outdoor training as a way of engaging all their staffs. An outdoor training is defined as any kind of learning activity, stimulation or exercise conducted outside an organizational environment. After a thorough research on pros and cons engaged in these activities; the following information was obtained (Kroehnert 2011). 4.1.1 Pros Engaging in an organization outdoor training activity highly facilitates team building among both staff and management personnel. Team building is a very important aspect in any outdoor training activity as all members are given equal time to participate and contribute towards positive overall performance. These team building training activities usually range from simple bonding exercises whereby members are invited to know one another to complex one which comprises of establishing decisions and problem solving activities which are essential in achieving organizational mission, vision and objectives (Kroehnert 2011). Team building is very essential in any organization as it tries to focus on bringing out what is best from an individual level to that of all staffs. In addition to team building, outdoor training is considered as an ongoing organizational professional development program mainly for seasonal executives or in times when there is transition at managerial levels. More often it is focused on developing trust among members in various departments within an organization. Normally challenges in an outdoor training activity are designed in a way which will result to positive outcome (Kroehnert 2011). It is also notable that through engaging in outdoor training people are able to learn new ideas at a personal level thus improved organization performance. Outdoor training highly connects cognitive learning with subjective interpretations basing on individual values, attitude and feeling. 4.1.2 Cons One of the main disadvantage linked to outdoor training is that its time consuming. This is because one needs to make earlier arrangement prior to the activity date. Time management is a very key interest toward ensuring that an organization is able to maximally utilize time for its own benefit. When time is not well utilized an organization may fail to meet its desired goals and objectives. An outdoor activity have proven to be expensive, this is explained by the fact that extra money is required to book a venue which otherwise would have been saved if company facility is used (Sharbrough 1999). Cost is also increases because a budget needs to be adjusted so as to fit the outdoor activity. This is because basic needs such as food and toilettes which are normally offered in the organizational facility will be budgeted for. Despite of team building created by engaging in outdoor activities, people may feel uneasy in the sense that he will be forced to deal with different personalities. 5.0 References Andrew, K, 2001, Distance Learning Services; Its Closer than You Think, computers in library, 21 (4), pp.49-51 Badawy, M. 1995. Developing managerial skills in engineers and scientists : succeeding as a technical manager. New York: Wileys & Sons factors in simulation and training (pp. 3-38). Boca Raton, FL: Taylor & Francis Group. Kroehnert, G, 2011. Learning from outdoor training. Retrieved 17th april 2011 from http://www.expressitpeople.com/20040823/management1.shtml Margaret, C, 2001, Delivering Library Services to Remote Students, computers in libraries, 21 (4), pp.32-38 Meyer, J, 2011. Investor in people. Is it for you? Is investor in people really worth the effort. http://www.growingbusiness.co.uk/investors-in-people-is-it-for-you.html Moroney, W. F., & Lilienthal, 2009, Human factors in simulation and training: an overview. In D. A. Vincenzi, J. A. Wise, A. Mouloua & P. A. Hancock (Eds.),Human Sharbrough, W, 1999, Bringing outdoor challenge education inside the business communication classroom, business communication quarterly (3) p.24-36 The HRD GROUP, 2011. Bussiness, management & personal skills training. Introduction to –investor in people. Retrievd from 17, april, 2011 http://www.teamskillstraining.co.uk/index.htm Thomas, B.2003. Research skills for management studies. New York: Wileys & Sons Whetten, D. 2007. Developing management skills. United Kingdom: Prentice Hall Read More