You are on page 1of 4

AC 3.

1: ASSESS OWN KNOWLEDGE, SKILLS AND BEHAVIOR AND THEIR EFFECT

ON OWN MANAGERIAL PERFORMANCE

My own quality is my certainty of doing things accurately. I have to check something over and

that nothing escapes the attention. This quality is set to a setting attitude of hard work and makes

the confidence of the people around me. My other quality I would say is that I have an ability to

classify groups productively take care of business. I'm ready to connect people, with a specific

end goal to complete an errand and as a rule has an extraordinary understanding of the

procedure.

Regions to create are many, some of whom might want to examine is that I feel so regularly

made up for lost in the sights that neglect time. I can get caught in a cycle and abandonment

without hope to find better deals and advances to a typical procedure. In the center to carry out a

mission, often I missed why they are doing what I am doing.

It is sincerely reflect and evaluate my own performance in particular and the search for

approaches to improve through better skills. This forces me to work with others to recognize the

strengths and weaknesses, find out what information and support is available to offer a little help

with the development of an agreement covering the individual objectives and experts, and then

put that agreement without hesitation.

Assessment: I have to make the general assessments of how they work and the progress I'm

making. Ask me if I'm dealing with productive work, if I can achieve expiration dates or other

fixed me and if I'm exploiting the possibilities of expanding fearlessness and gain new meetings.

As part of the assessment that would distinguish the territories for the development and skills

they need to learn.


Review: The feedback is a key part of the performance assessment. Partners, contract workers

and customers will have the ability to distinguish what I have done well, but they do the same

without having the ability to recognize impartially ranges for development. Criticism helps me

with the identification of ranges for development (e.g., building skills, management level clients

give to customers, the organization and coordination skills, etc.). It also helps me with the

growing awareness of the practice and recognizes problems before they arise and I do things

differently later.

References

Barney, J.B. (2006). Looking inside for competitive advantage. Academy of Management

Executive, Vol. 9, No. 4, pp. 49-61.

Thompson A. A. and Strickland A. J.(2011) Strategic Management Concepts and Cases,

12th Edn, New York Mcgraw Hill

Balogun, J and Hope Hailey, V (2005). Exploring Strategic Change,Prentice Hall.

Michailova, S. (2010). Contrasts in culture: Russian and western perspectives on

organizational change. Academy of Management Executive, 14(4): 99112.

Whitehill, A. M. (2009). Nissan Maxima management: Tradition and transition. London:

Routledge Press.
AC 3.2: IDENTIFY AREAS FOR PERSONAL DEVELOPMNET TO IMPROVE OWN

MANAGERIAL PERFORMANCE

If I am an effective as a manager then I and my organization will benefit. On the other hand if I

am an ineffective as a manager, any deficiencies that I have can potentially translate into

inefficiencies within my organization. Self management is an essential skill for an effective

manager. It will help me in my work role and therefore it will help me develop and benefit the

organization. SWOT is tool that can be used to analyse ourselves. (It can also be used to analyse

an organisation).

S looks at Strengths W looks at Weaknesses O looks at Opportunities and T looks at Threats.

This tool can be used to provide a general analysis. I should consider:

Strengths : What are my strengths in terms of: The specific skills I have The resources I

possess (knowledge, expertise etc)

Weaknesses : What are my weaknesses in terms of: Any deficiencies I have The specific

skills I lack

Opportunities : What opportunities I have in terms of: Resources to support me in my role

Threats : What threats do I face in terms of: Legislative changes that are in the pipe-line New

competitors Skills and competence shortages (self and staff)

By working through this process I will be able to develop a picture of myself and my qualities.

These in turn will be useful for me in determining my individual needs and the actions that I and

others can take to address them.


AC 3.3: PRODUCE A PERSONAL DEVELOPMENT PLAN TO IMPROVE OWN

MANAGERIAL PERFORMANCE

1. Specific : Is my goal well-defined? Avoid setting unclear or vague objectives; instead be

as precise as possible. Instead of: To listen more Make it specific:


2. Measurable : Be clear how I will recognise when I have achieved my goal. Using

numbers, dates and times is one way to represent clear objectives.


3. Attainable : Setting myself unrealistic goals will only end in disappointment. Make my

goals challenging, but attainable.


4. Relevant : Ensure that any development actions that I plan are directly relevant to the

international context that I are currently, or will be, operating in.


5. Time-bound : Set a time scale for completion of each goal. Even if I have to review this

as I progress, it will help to keep I motivated.

Personal Development Plan


How I will know
Blockers and when I have
Developmen Specific How they will be Support achieved the
t Objective Actions removed Required objective
1
2
3

You might also like