This paper discusses that managers must be able to synthesize and analyze what has transpired, what is currently occurring, and what is anticipated to happen. If there is no reflection, managers may be lead to believe that exemplary behavior in the past still works in the present…
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Reflection about what has happened previously and what is presently occurring may allow some change in actions and behavior, and ultimately, to a positive change and enhancement in ones professional practice (Cheetham & Chivers 1998, p.270).
The significance of reflection can be found in the following sample statements: "reflecting on the whys", "Why is the system organized this way? Can the task be delivered in a more efficient manner?" "What is the reason behind working this way?" Moreover, employees, particularly those who belong to management should be able to have a bird's eye view of what is happening, beyond the bounds of the usual work, and give more emphasis to how they manage themselves and their time (van Woerkom, p.376). The current paper shall assess the point of individuals being reflective managers and how they can have an impact on organizational performance and goal achievement. Moreover, this paper shall delve into how effectual reflection is in the organizational context.
I would be dealing first with the definition and history of the concept of reflection before I go with my critical evaluation of the notion of individuals as reflective practitioners. Schon (1993) asserts that the concept of being a reflective manager is rooted in the desire to develop professionally. He says that this is possible if the manager exhibits critical thinking and is capable of reflecting on his action in relation to organizational learning. He further says that technical professions such as medicine, law, pharmacy, and management are all competency-based, and these in effect are anchored on empirical, scientific methodologies. Schon (1983; 1987) questions the traditional perspective of the practice of professions. This view says that practitioners practice by deploying officially learned technical know how. He argues that this is not the only means from which they can resolve issues.
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Style of management
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Week 6: Body Language and Interviews 9
Week 7: Budgeting and Cost Controls 10
Week 8: Recruitment Retention of Employees Prevention and Rehabilitation 11
Week 9: Work Related Death Protocols 12
Week 10: Corporate Manslaughter 13
Week 1: Professional Behaviour
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