Individual Reflection and Personal Development Plan Case Study

Individual materialisation and Personal Development Plan - Case Study ExampleThe components of personal development include changes in the individual from kid alterations in work routines to changing habits leading to major developments. Role development entails in far reach consequential changes such as adapting to a new role to suit individual as puff up as organizational requirements such as changes in work schedules, changes in organizational goals et al. Before desire to bring about behavioral changes in others, managers must first identify their intra and inter personal skills, which they deem or should acquire to be effective in the new role. They are Intra-personal skills Self-awareness, self-monitoring and stress- forethought skillsInter-personal skills Communication, motivation, team building, conflict management and feedback. Inter-organizational skills Networking alliancesYukl mentions supporting, developing, recognizing, rewarding and conflict management as essenti al managerial behavior for building and maintaining co-operative relationships. These behaviors may get to other objectives such as to influence task motivation and facilitate effective completion of the task. (Yukl 1998, p. 94) Drucker argues that managing oneself, basically begins with making an inventory of individual strengths and asking the question how do I perform While it is not executable to change oneself, one can change ones way of working to improve performance. (Drucker 2005)Managers can learn potence by adopting a pro-active approach of not just acquiring knowledge but to putting it to confide and holding themselves accountable for their actions. This involves 4 stages understanding why events have occurred the way they did (reflection)... Managers can learn strong suit by adopting a pro-active approach of not just acquiring knowledge but to putting it to exercising and holding themselves accountable for their actions. This involves four stages understanding w hy events have occurred the way they did (reflection) thinking about the industriousness of theoretical frameworks to practical situations and their consequences (conceptualization) implementing concepts to influence/motivate behavior (implementation) and evaluation of emotional and informational outcomes of plan implementation (immersion). Kolbs questionnaire is a useful tool to analyze managerial learning style of these four aspects. The questionnaire has forty questions to be rated on a scale of 1 to 7. Some of the questions read as I often sink time thinking about what I am really trying to achieve, I am often more interested in novel ideas than in those that are practical and I regularly devote time to seeking feedback on my projects etc. (Kolb 1985). The answers are then tabulated in ten rows of four columns each starting with answers to questions 1 - 4 in the first row. The questions thus arranged in four vertical columns pertain to reflection, conceptualization, implement ation and immersion. Areas in which the manager scores high are his/her strengths and those in which he/she scores less than the mean score obviously need improvement. The objective of occasion self-awareness is to develop the ability to identify and diagnose important differences with others.