Managing people and organizations ppt


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1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков.
2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.

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Managing people and organizations ppt

  1. 1. Managing People and Organisations An Introduction to Personal and Professional Development Seminar Limassol, Cyprus Power Point
  2. 2. The Personal and Professional Development Sessions • An introduction to personal development • Teams and effective teamwork • Interviews and Careers
  3. 3. Session Overview • The PPD process • The PPD programme • Background to PPD • Stages of personal development • SWOT analysis • Learning journals • The critical reflection model • Goal setting • Assignment brief • Johari window • Personal action planning
  4. 4. The Journey
  5. 5. What is Personal and Professional Development? We consider three questions: 1. Who am I? 1. Where do I want to go in life? 1. How do I get there?
  6. 6. The Personal and Professional Development Process (PPD) We seek answers to the three questions using the following methods: • Theoretical frameworks • Self assessment • Feedback from others • Group exercises • Role play
  7. 7. Background to Personal and Professional Development • Increasing dissatisfaction over management development in 1980s • Research into management development training • Reports identified need for personal development plans • Launch of national standards and framework
  8. 8. Why Personal and Professional Development? PPD provides opportunities for you to: • Develop skills that are critical to your learning and work, e.g. – Effective team working – Effective self-presentation – Reflective, analytical thinking • Identify your strengths and areas for development • Write a personal action plan setting goals for the future
  9. 9. Benefits of Personal and Professional Development • Development of strategies for improving personal performance • Development of a sense of the kind of life and work that you want • Confidence in the skills, qualities and attributes you bring to your career • A better position to compete for jobs • Better able to discuss skills with employers • Developing positive attitudes, creative thinking and problem solving
  10. 10. Personal effectiveness competencies Individually, complete the personal effectiveness competencies on pages 1.6 - 1.8 of the Personal and Professional Development Manual.
  11. 11. The Growing Importance of Personal and Professional Development The rapidly changing business environment requires: • Flexible, adaptable, multi-skilled workers • People who can embrace change • People to learn effectively and efficiently • People who update their skills continuously • People who can work globally
  12. 12. Stages of Personal Development Personal audit Identifying development needs Setting self- development objectives Constructing the development plan
  13. 13. SWOT analysis Strengths Weaknesses Opportunities Threats
  14. 14. Strengths and Weaknesses How you see yourself • confident • enterprising • humorous • ambitious • helpful • forceful • competitive • flexible • thorough • tolerant • focused • supportive • generous How others see you • arrogant • exploitative • frivolous • ruthless • controlling • bullying • combative • wishy-washy • obsessive • indifferent • tunnel-visioned • interfering • irresponsible
  15. 15. Johari Window Known Not Known Known Not Known ARENA Open Zone FAÇADE Hidden Zone Unknown Blind Spot Others Self Feedback Disclosure Jo Luft Harry Ingham
  16. 16. References Cottrell, S. (2003). Skills for success. The personal development planning handbook. Basingstoke: Palgrave Macmillan. Luft, J. (1970). Group processes: An introduction to group dynamics, (2nd edition). Palo Alto, CA: National Press Books. Woodall, J. (ed) (2002) Personal and Professional Development Manual. Kingston University.
  17. 17. Working in Teams Seminar Limassol, Cyprus Power Point
  18. 18. Session outline • Team Exercise • Stages of Development • Team Roles • Group Decision Making Techniques • Building an Effective Team • Group Effectiveness
  19. 19. What is a team? • Commonality of objective or purpose • Belonging and being part of something successful • Synergy – achieving more collectively than can be achieved by individuals acting outside a team environment
  20. 20. Stages of Team Development Tuckman (1965) 1.Forming 4.Performing 5.Mourning 2.Storming 3.Norming
  21. 21. Who is in Your Study Group? • Find your group and sit together • Individually complete the Survival at Sea exercise • Agree Order as a Group
  22. 22. Team Reflection • What did you do well as an individual/team? • What didn’t you do well as an individual/team? • What would you do differently as an individual/team?
  23. 23. Team Roles Meredith Belbin (1981) described teams as: “a pattern of behaviour characteristic of the way in which one team member interacts with another where his/her performance serves to facilitate the team as a whole.”
  24. 24. Team Roles • Plant • Resource Investigator • Chairman • Shaper • Monitor Evaluator • Team Worker • Company Worker • Completer Finisher • Specialist
  25. 25. Factors that Determine Team Role Behaviour 6. Role Learning 5. Experience 4. Field Constraints 3. Current Values and Motivations 2. Mental Abilities 1. Personality Behaviour
  26. 26. Group decision making: Brainstorming – Aims to develop creative alternatives – Encourages contribution of all suggestions, withholding criticism – Contributions are recorded then discussed and analysed
  27. 27. Group decision making: Interacting • Groups meet face to face • Verbal and non-verbal communication between group members • What are the advantages and disadvantages of this technique?
  28. 28. Group decision making: nominal group technique • Team members meet. Prior to team discussion, each individual writes down their ideas about a problem • Each team member presents one idea to the group. Turns are taken until all ideas have been presented and recorded • The group discusses and evaluates all the ideas • Each team member independently rank-orders the ideas. The idea with the highest overall ranking is selected as the final decision
  29. 29. Team Building • Balanced roles • Clear objectives and agreed goals • Openness and confrontation • Support and trust • Co-operation and conflict • Sound procedures • Appropriate leadership • Regular review • Individual development • Sound inter-group relations • Good communication
  30. 30. Learning journals During your course of study we ask you to keep a learning journal. This can include: • Summaries of important learning events • Discussion about how you dealt with events • A review of what you have learned • Application of frameworks to problems
  31. 31. Benefits of Learning Journals • A written record of what you have learned • Clarification of your thinking • Development of reflective, analytical and creative thinking skills • Facilitation of learning through experience • Improved problem solving
  32. 32. The Critical Reflection Model (Deborah Pinder-Young 2000) Stage 1: Background • What did I do? • Why did I do it? • How did I handle the situation? Stage 2: Review experience • What did I do well? • What didn’t I do right? • What could I have done differently?
  33. 33. The Critical Reflection Model Stage 3: Self evaluation • What did I learn from this experience? • What did I learn about my strengths and needs? • How have I applied my new learning in terms of knowledge, skills and approaches?  Stage 4: Action planning • What do I intend to do differently as a result of my learning? • What action do I want to take? • What support and resources do I need?
  34. 34. Goal setting in action plans Goals should be: • Specific, e.g. to improve report writing • Measurable, e.g. by 10% • Achievable, e.g. high scores achieved in past • Realistic, e.g. ability to develop skills needed • Timely, e.g. meet goal by next semester
  35. 35. Assignment Brief: Report outline The report will: – summarise key learning experiences over the past year – be based upon the learning journal – help you to assess and review your learning – be 1,000 - 1,500 words, excluding appendices – involve development of a personal action plan
  36. 36. Assignment brief: Report content The report should comprise three sections: • Identify one important key learning experience, e.g. a project, a placement, team working, or theoretical framework that has changed the way that you work. • Analyse your learning experience using a relevant theory, framework or concept. E.g. Belbin’s team roles. • Describe and critically reflect on how both your perceptions and actions have changed as a result o f your learning experience.