Professional Development for Strategic Managers - Term Paper Example

PROFESSIONAL DEVELOPMENT FOR STRATEGIC MANAGERS 0 Introduction Personal development is essential in career growth and achievements in any profession. Personal development comes with career gratification, self-discipline, and professional maturity through accumulated experience and knowledge in any particular area of specialization (Walker, 2010). In order to attain high echelons of self-development, a clear and well-defined roadmap must come in place with a cluster of well-articulated set of objectives to guide through the career goals. In addition, one should understand the strategic goals of that given organisation they work for, and evaluate the two objectives for cohesion. The company’s strategic goals should complement one’s objectives, and has to be a benchmark that the individual uses to analyse self-progress. The other important facet includes assessment of ones skills and check if they are sufficient to achieve the organisational aims (Stringham, 2012). Skill and professionalism are congruent aspects that must be used simultaneously to enable a person rise to the echelons of their occupation. Skill can be acquired through continuous practise and learning. Learning cuts across all the forces that ignite critical thinking and judgement, through exposure to different environments, and challenges. In the document, several facets contributing to personal and professional growth have been comprehensively elucidated. 2.0 Task 1 2.1 Personal Strategic Goals The strategic goals may include working for the organisation for a defined period then branch off to their private practise. There is need for proper roadmap and planning, in order, to realize the ultimate goal in the profession (Hill and Jones, 2012). Higher remuneration: One of the targets in career advancement is having a better paycheque. Increased remuneration comes from a steady increase in the performance at work, and through accumulated experience in the given role. The mentioned factors will enable one have a stronger bargaining power, and contributing to a rise in career level. Superior role and title: the most significant career goal is to be able to rise through the career ladder to the apex of the field of specialization. The target includes advancing in the organisation in terms of responsibilities and having a bigger title. The two points will also contribute to personal satisfaction and motivation in the workplace. Higher influence: during the progression through occupational ranks, one expects to develop more influence through the new positions acquired. The higher influence also signifies professional maturity, which further supports the two aforementioned points. The main reasons for defining the strategic goals are to understand the bigger picture; the roadmap enables the identification of long-term strategies as well as producing smaller and easily realizable tasks. A combination of the two strategies will provide sufficient motivation that will simplify the goals into easily attainable tasks (John and Martin, 2010). 2.1.1 Personal Skills Communication skills: It is essential in articulating ideas and executing instructions in an organisation. Communication is paramount in a workplace because through it, professional qualities become observable, enabling career growth (Harrison, 2009). Listening forms a central part of communication; good listening skills will guarantee accurate execution of tasks, hence achieving the organisational objectives. Problems solving skills: Accurate judgement and analysis of the variables in situations will facilitate precise delivery of solutions (Armstrong, 2009). Good problem-solving attributes combine theoretical knowledge and practise, together with a well-organised team that understands the core business of the company. Creative thinking: The quality will facilitate the achievement of the strategic goals, through developing new ideas in a manner that is appropriate for everybody in the organisation. Creative thinking complements problem-solving characteristics by accommodating diverse opinions from the workforce, to build the most potent solution to a problem (Hitt and Hoskisson, 2010). Leadership skills: Good leadership qualities will encourage collective participation towards realization of the core business objectives. It also improves efficiency by getting support from team members and creating an enabling environment for creativity to thrive. 2.1.2 Methods of Evaluating Personal Skills Making Presentations: By making presentations to the board, the aspect of attention, efficient structuring of presentations and accurate responses to the audience will be articulated much more vividly. Analytical Skills: The trait shall be checked by relating, assessing, and understanding intricate problems and situation Interpersonal Communications Skills: The trait is checked by the ability to communicate with lucidity, tackling both judgment and belief, illuminating misinterpretation, and listening well, using questions, and concentration to non-verbal indications. 2.2 The Strategic Direction 2.2.1 Strategic Direction of the Organisation Vision Statement The organisation dedicates to providing quality service to its customers and fostering good relations with all its stakeholders and customers to ensure sustainability of the enterprise. Strategic Direction The organisation is dedicated to cementing its current position as the market leader, by increasing its customer base by 45 percent in the next five years. The organisation also seeks to be the hub for the most creative minds that are motivated to top the industry. In addition, the company will continue to be an equal opportunity employer, and will duly motivate its staff by way of evaluating individual performance and contribution to the business. The enterprise will take a leading role in environmental conservation activities, by taking part and sponsoring several conservation measures in the area. 2.2.2 Professional Skills Acquired Professional skills are useful in supporting the strategic direction of the company, by applying high-level specialised knowledge in all features of management (Finkelstein and Hambrick, 2008). Technical skills: The skill is acquired through professional training in that particular field. This involves a mixture of theory and practise, and consistency in the delivery of the services. Planning skills: Proper planning of activities will ensure timely completion of tasks, and ultimately delivering the success of a plan of an establishment (Morrill, 2010). Strategic planning relies on understanding the strategic direction of the company and making precise decisions on channelling resources to the realisation of the strategy. Motivational skills: This skill includes a strong motivation of the employees to bolster their desire to work towards accomplishing the goals of the establishment. The most appreciative way of motivation is by promotion or by rewards towards the direction of the business. 2.2.3 Methods of Evaluation of the Professional Skills Technical competence: The trait can be checked by demonstrating skill and competence in the emerging technologies and trends in the profession. The method involves competency in using current computer applications, among other tools to maximize efficiency, among other benefits (Walker, 2010). Data manipulation and analysis: The criterion involves testing the ability to process information and digits more skilfully, effective planning and timely reporting of complex records and results. Conflict resolution skills: The competence is practised in dealing with differences of individuality and belief by confronting others efficiently and taking accountability for one’s share of the divergence. Learning skills: The attribute shall be tested by the ability to grasp new information fast, using natural intelligence to solve problems, and by using response from others to increase efficiency. 3.0 Task 2 3.1 Skills Audit The process involves testing the current skill in comparison with the skills that will be required in the present and future (Silzer and Dowell, 2009). The approach helps in supporting an individual recognise their existing skills and discover the skills needed to conduct current duties more productively for the present and future profession. 1 Started, more practice needed 2 Able to do this with little help 3 Proficient with no help 4 Competent and capable of helping others 1 2 3 4 Evidence Self Management: Use, assess and adjust a range of academic skills Manage your time efficiently Set reasonable objectives, priorities and values Scrutinize, assess and adjust own performance Elucidate personal ethics Show scholarly suppleness Take accountability for acting in a proficient manner Deal with criticism beneficially 3 meet closing date, get to schedules on time Using several ways to solve a problem effectively Professional strategies in solving problems Taking criticism as a tool for improvement (Hitt and Hoskisson, 2010) Managing Your Learning Take responsibility for your own learning and individual growth Demonstrate consciousness of learning processes Set sensible objectives, priorities and standards Develop, assess and adjust learning strategies Use erudition in new or diverse situations Learning through teamwork 3 Monitoring, evaluating and adapting to personal performance, and working towards personal objectives (Morill, 2010) Continuous learning to improve performance Problem Solving Identify the main features of the difficulty Think tangentially about the problem Conceptualize the subject Identify the alternatives Identify resolutions Plan and execute a course of action Monitor, estimate and acclimatize answers and results 2 Able to solve problems independently, but performs best with the input of other team members (Harrison, 2009) Communication Language fact or in various activities Presentation oral Listen actively and efficiently Constructive criticism Verbal communication Produce a variety of written documents 3 Language proficiency in reports and presentations Good listener and active communicator Verbal fluency and confident in speech Uses apt formats, correct information, punctuation, spelling, and grammar Uses charts, diagrams and other demonstrations to support spoken and printed communication (Armstrong and Stephens, 2009) Working with Others Plan with others Value the views and ideals of others Adapt to the requirements of the team Help and support others in learning Confer with individuals/groups Work to a common goal 2 Ascertain lucid goals, take accountability and carry out suitable tasks Take charge, lead, and negotiate Work to agreed objectives, within fixed resources 3.2 Preferred Learning Techniques Different learning styles are useful in delivering different concepts; this is because understanding the learning styles facilitates the learner to grasp relevant content. The content should be delivered as per the individual’s needs than their convenience. The method will generate enthusiasm and motivation among the learner to practise the content in their respective disciplines (Rose, 2008). Therefore, Honey and Mumford learning style was adopted to develop a tool that would guide in selecting the most appropriate learning technique (Nuttey, 2008). Honey and Mumford Learning Style Characteristics Activities Activist Learning by practicing and involvement Brainstorming Problem solving Group discussion and solving puzzles Group competitions Reflector Learning by observation and guided/critical thinking before acting Using models and statistics Applying quotes and theories Getting background information Theorist Learn by understanding theory very clearly Thinking about the application of the learned skills in reality Using case studies in problem-solving Group discussion Pragmatist Learning through practical instructions and techniques from experienced person Use of interviews and paired discussions Self evaluation and personality questionnaires Observing activities Feedback and coaching from others 4.0 Task 3 4.1 Personal Development Plan The present state Strengths Weaknesses Feedbacks (positive & negative) from others Performance indicators Conclusion 1. Good communication and presentation skills 2. Good learning and practical skills 3. Positive thinking Good problem-solving skills Meeting deadlines High temperament Fixating on the comfort zone Not aggressive enough Pushy 1. Not following the key performance indicator scheme 2. Too much planning with less action 3. Not working in cohesion with some of the team objectives 4. Performance Indicators 1. Sometimes get overwhelmed with stress when there is heavy workload Focus area priorities 1. Develop more self-confidence & courage 2. Learn to be assertive 3. Control temperers Personal Desired State Ways of achieving improvements Capabilities to communicate and act with confidence disregarding the situation or the listener The confidence to voice out personal ideas and opinions, and the willingness to adopt new strategies, willingness to try new things and take risks Constantly searching for new opportunities instead of being stuck in the comfort zone Ability to influence others and make collective decision, and become assertive, and take control of situations 1. The capability to push for personal recommendations, ideas and ideas in a team, especially when they are very potent to the situation. To actively take control in as many situations as possible. To be the first to give recommendations in a group discussion. Able to oppose with affirmation, and resist being influenced or controlled by others. 2. Calmly assessing any situation before reacting to it. Taking advantage of any situation and making the best out of it. To focus on finding solutions rather than losing temper Reason for achieving the objective The benefits of the reasons With confidence, new opportunities will arise. The ability to command more respect will make others see the value The desire to try new things and go against the wave; will expose more opportunities for success. Confidence will illuminate true self-worth in the setting With assertiveness, personal decisions will be valued. This will also promote participation and reliance on self-input to perform tasks more independently. The ability to control temper will instill self-discipline and dedicate the energy towards solving problems How to achieve the targets Areas of improvement/ learning / experience to accomplish the desired state Use NLP techniques to develop self-confidence, and meditation to control temper Practice assertiveness by suggesting ideas and making decisions during meetings, and by taking leadership roles in new projects Target Timeline 3 years 4.2 Methods of Achieving Personal Work Objectives Enhancing Skills: Several technical and administrative skills shall be acquired to optimize performance through the career life (John and Martin, 2010). The most significant skill that will be enhanced is presentation skills because through it the professional qualities are illuminated. Knowledge and Power: The most desirable method of increasing knowledge is by communicating with professionals in the field, reading and joining professional bodies that help in guiding professionals in that given field. The other way includes research and discovery of new opportunities related to the career, to help bolster professionalism. Interaction and Networking: Interacting with others within and outside the workplace or individuals related to the profession provides a great deal of experience and opportunities that will promote professional growth. The process enhances knowledge at all levels of the profession; talking to professionals generates several beneficial recommendations that can help in exploiting new opportunities in the career (Armstrong and Stephens, 2009). Taking Chances and Risks: These are opportunities in disguise. Taking risks may involve taking duties that are outside the job description, because, in the end, It is of importance to execute the job well and by whom. The risk will help identify the does as a performer of duties, rather than getting in the comfort zone. Knowing One’s Worth: Identifying current worth in the business alongside the contributions made over time can help in negotiating for a raise, most so when displaying consistency in performance (Walker, 2010). The process should be managed professionally so as not to come out as an individual more concerned about money. 4.3 Contribution of Personal Learning to the Organisation The organisation is poised to benefit from the individual learning through increased productivity dedicated to the organisational development goals. In order to better respond to industry changes, an organisation should ensure that its most valuable asset is constantly trained on new business strategies that will enable it compete well in the business environment (Rose 2008). Continuous Improvement: It is the company’s objective to commit to continuous improvement; this enable one to become better placed in planning, implementing, evaluating, and improving the organisational strategies and goals. The approach enables one embrace change and to take advantage of it for better performance. Enhances Communication: Learning perfects communication, interaction and feedback within the enterprise; the aim of the plan is to align all the staff to work towards achieving a common company goal (Finkelstein and Hambrick, 2008). The knowledge will also increase the understanding of the changes within the workplace and deploy the best methods to respond to the changes. Personal Development and Growth: Learning is adequate for response to the changes in the industry and the market settings. The objective is to improve personal skills to meet the changing market needs, by accommodating the changes that occur in the business environment. Product and Service Enhancement: Learning spurs innovation, leading to product and service improvement. Innovation is achieved through personal development, aimed at rewarding success and bolstering motivation and morale (Silzer and Dowell, 2009). The development will also increase innovation through competitive analysis, market study and consumer prospects and preferences. Increased Profitability: The core objective of the enterprise is to maximize profitability. Through innovation and increased productivity, performance and profits equally increase (Armstrong and Stephens, 2009). The costs will also reduce due to increased productivity and focus on the objectives and duties allocated, therefore increasing satisfaction. The mentioned factors will, therefore, give the business a distinct advantage in the ever changing and competitive environment. 5.0 Conclusion Professional development requires a myriad of well-articulated objectives that bridges personal goals and the organizational objectives. As mentioned before, interaction and communication with experienced professionals in the field will help propel one to the heights of career achievements, by learning and practicing the knowledge. Continuous learning and adapting to the ever-changing business environment will also be useful in understanding the current market demands in relation to the core business values. In summary, a well-designed personal development plan is critical for the strategic management and leadership in any organization. Bibliography Armstrong, M. and Stephens, T. (2009) Armstrong’s Handbook of Management and Leadership: A Guide to Managing for Results. London: Kogan Page Finkelstein, S., Hambrick, D. C. and Canella, A. (2008) Strategic Leadership: Theory and Research on Executives, Top Management Teams, and Boards. United States: Oxford University Press Harrison, J. S. and St. John, C. H. (2009) Foundations in Strategic Management. 5th edn. United States: South-Western Educational Publishing Hill, C. W. L. and Jones, G. R. (2012) Strategic Management: An Integrated Approach. 10th edn. United States: South-Western College Publishing Hitt, M. A., Ireland, D. R. and Hoskisson, R. E. (2010) Strategic Management: Concepts: Competitiveness & Globalization - 9th Edition. United States: South-Western Educational Publishing John Thompson & Frank Martin. (2010) Strategic Management : Awareness & Change. United Kingdom: Cengage Learning EMEA Morrill, R. L. (2010) Strategic Leadership: Integrating Strategy and Leadership in Colleges and Universities. 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