This document contains a self-directed learning plan (SDLP) for a Kaplan University MBA student named David Roman. The SDLP is intended to help the student identify competencies needed to achieve career goals and organize their MBA learning accordingly. The student's goals are to complete an MBA, join Kaplan's leadership development program, and obtain a director role within Kaplan.
The SDLP identifies the student's strengths of drive, creative decision-making, adaptability, communication, and persistence. For each upcoming MBA course, the student outlines how they expect to leverage these strengths, such as enhancing decision-making through a business simulation.
Upon completing the first course, the student assesses
The Self Directed Learning Plan (SDLP) is a process for students in the MBA program to identify their professional goals and map out the skills and competencies needed to achieve those goals. The plan helps students leverage their strengths and develop areas for improvement. For each course, students outline what they expect to learn that will help them develop professionally, and then assess whether their expectations were met or if they gained additional insights. The sample SDLP provided is for a student named Amit Mathur, who aims to attain a management position in healthcare administration within 3-5 years. He identifies his strengths like analytical skills and areas for development like accounting skills. For a financial management course, he maps out specific learning goals and outcomes.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Training".
Coaching and mentoring are often confused but they differ in important ways. Coaching is task-oriented and focuses on concrete skills, while mentoring is relationship-oriented and aims to provide a safe environment for personal and professional development. Coaching is also short-term and performance-driven, while mentoring requires a long-term commitment and focuses on future development. When deciding between the two, coaching is best for developing specific competencies in a small group, while mentoring supports leadership development and succession planning.
Saurabh Sable's resume summarizes his professional experience in training and operations management. He has over 7 years of experience developing and delivering soft skills, sales, and communication training programs. His career has progressed from marketing executive to training manager, where he is responsible for identifying training needs, designing programs, managing training delivery, and evaluating effectiveness. He possesses strong leadership, communication, and problem-solving skills and is seeking a new challenging position utilizing his experience in training and business development.
1. The document outlines a training program for new employees in the adult novelty wholesale sales industry. It covers 4 steps: team assignments, interactive product training, a company overview, and conclusion/feedback.
2. Trainees are divided into random teams and participate in interactive product training with manufacturers. They also learn about the company's marketing, purchasing, accounting, and warehouse operations departments.
3. The second part of training involves shadowing junior and senior salespeople and then training with the Sales Director to practice phone calls before starting as a junior salesperson.
The document discusses writing SMART goals for employee development. It defines each criterion of a SMART goal: specific, measurable, achievable, results-focused, and time-bound. An example goal is provided that meets each criterion. The goal is to implement a new performance management system by August 1, 2009. The document emphasizes that setting SMART goals is important for employees to effectively evaluate their own performance and for supervisors to properly assess employees during annual reviews. A questionnaire is also provided to help users write their own SMART goals.
Using team coaching as an employee engagement tool allows the employees to actively participate in their role within their business environment. The employees also are provided timely and constant feedback from their coach. So, because of this, coaching gives the employees a connection to their work, while also effectively enhancing employee engagement and company culture.
This document summarizes an HR training program offered by Unified HR Solutions. The program offers two modules - a basic certified HR professional module and an advanced certified HR analyst module. It provides details on corporate training options, including flexible one-day trainings on specific topics, as well as individual training modules that last one or two months and cover topics such as recruitment, performance management, training and development, compensation and benefits, and legal compliance. The program aims to equip students and professionals with the practical skills needed for an HR career.
The Self Directed Learning Plan (SDLP) is a process for students in the MBA program to identify their professional goals and map out the skills and competencies needed to achieve those goals. The plan helps students leverage their strengths and develop areas for improvement. For each course, students outline what they expect to learn that will help them develop professionally, and then assess whether their expectations were met or if they gained additional insights. The sample SDLP provided is for a student named Amit Mathur, who aims to attain a management position in healthcare administration within 3-5 years. He identifies his strengths like analytical skills and areas for development like accounting skills. For a financial management course, he maps out specific learning goals and outcomes.
The “Course Topics” series from Manage Train Learn and Slide Topics is a collection of over 4000 slides that will help you master a wide range of management and personal development skills. The 202 PowerPoints in this series offer you a complete and in-depth study of each topic. This presentation is on "Managing Training".
Coaching and mentoring are often confused but they differ in important ways. Coaching is task-oriented and focuses on concrete skills, while mentoring is relationship-oriented and aims to provide a safe environment for personal and professional development. Coaching is also short-term and performance-driven, while mentoring requires a long-term commitment and focuses on future development. When deciding between the two, coaching is best for developing specific competencies in a small group, while mentoring supports leadership development and succession planning.
Saurabh Sable's resume summarizes his professional experience in training and operations management. He has over 7 years of experience developing and delivering soft skills, sales, and communication training programs. His career has progressed from marketing executive to training manager, where he is responsible for identifying training needs, designing programs, managing training delivery, and evaluating effectiveness. He possesses strong leadership, communication, and problem-solving skills and is seeking a new challenging position utilizing his experience in training and business development.
1. The document outlines a training program for new employees in the adult novelty wholesale sales industry. It covers 4 steps: team assignments, interactive product training, a company overview, and conclusion/feedback.
2. Trainees are divided into random teams and participate in interactive product training with manufacturers. They also learn about the company's marketing, purchasing, accounting, and warehouse operations departments.
3. The second part of training involves shadowing junior and senior salespeople and then training with the Sales Director to practice phone calls before starting as a junior salesperson.
The document discusses writing SMART goals for employee development. It defines each criterion of a SMART goal: specific, measurable, achievable, results-focused, and time-bound. An example goal is provided that meets each criterion. The goal is to implement a new performance management system by August 1, 2009. The document emphasizes that setting SMART goals is important for employees to effectively evaluate their own performance and for supervisors to properly assess employees during annual reviews. A questionnaire is also provided to help users write their own SMART goals.
Using team coaching as an employee engagement tool allows the employees to actively participate in their role within their business environment. The employees also are provided timely and constant feedback from their coach. So, because of this, coaching gives the employees a connection to their work, while also effectively enhancing employee engagement and company culture.
This document summarizes an HR training program offered by Unified HR Solutions. The program offers two modules - a basic certified HR professional module and an advanced certified HR analyst module. It provides details on corporate training options, including flexible one-day trainings on specific topics, as well as individual training modules that last one or two months and cover topics such as recruitment, performance management, training and development, compensation and benefits, and legal compliance. The program aims to equip students and professionals with the practical skills needed for an HR career.
This document provides information about Avenue Seven, a training and development company. It outlines their vision to bring meaningful and lasting change through effective training. Their mission is to improve business performance by creating partnerships with clients to help them achieve their objectives. Core values include putting customers first and encouraging new ideas. Strengths include a focus on quality, innovation and customer service. Training modules cover topics like leadership, sales management and marketing. The methodology involves presentations, role playing, case studies and real world exercises. Training is provided for various sectors and durations typically range from 1-2 days depending on the module. Contact details are provided at the end.
REPORT DEVELOPMENT CENTER MAGALI MARINO - englishMagali Marino
This document provides a summary of an assessment for an individual at HOUSE OF HR. It details the competencies that were evaluated, including generic competencies of performance, positivism-commitment, and professionalism. Functional competencies evaluated differed for two levels and included things like business understanding, building teams, and relating. The assessment included an online testing phase and in-person exercises. Scores were provided on a scale of 1-10 for each competency based on measurements during the exercises. The individual scored highly across most competencies, particularly in areas like performance, positivism-commitment, professionalism, and relating. The summary highlights strengths in areas like being a hard worker, involvement, argumenting skills,
Coaching for Excellence - Employee Annual Performance EvaluationTrey Scarpa
This document is an annual performance review form that contains sections for goal setting and results review on a quarterly basis, an attributes assessment, areas for improvement, employee input, an annual performance summary, and sign-off. It provides a structured format for managers to document an employee's goals, track their progress towards objectives each quarter, evaluate their demonstration of core attributes, identify development needs, incorporate self-assessment, and provide an overall performance evaluation for the review period.
The document discusses setting SMART goals and objectives for planning purposes. It defines planning as establishing goals and objectives before taking action. Goals should be specific, measurable, attainable, relevant and time-based. Examples of general goals are provided, as well as how to write SMART goals by answering who, what, where, when, which, and why. Strategies and tactics to meet goals are establishing specific actions. The purpose of setting goals is to decide actions needed to achieve desired results.
The document discusses long-term psychological preparation in physical education. It covers topics like goal setting, motivation, attribution theory, and developing a performance psychology program. Goal setting is important as it motivates performers and provides structure. Both objective and subjective goals are discussed. Attribution theory examines how people explain their successes and failures through ability, effort, task difficulty, and luck.
The document discusses new training methods for imparting knowledge to trainees in a fun and modern way. It recommends matching the appropriate learning method to the curriculum based on factors like the purpose of the course, content to be delivered, length, learner background and job function. It provides five steps for developing an optimal training program, which includes determining the business problem, delivery method, time required, and how individual employees learn best. Choosing the right training method is important for quickly and effectively training employees to keep up with competition.
The document provides tips for a successful mid-career change. It advises to analyze current job satisfaction levels and determine which aspects are appreciated or disliked. It also recommends assessing interests, values, and skills through prior roles and jobs, and determining if core values and skills are being utilized in the current career. Finally, it suggests brainstorming alternative career options, researching those fields, conducting informational interviews, job shadowing opportunities, volunteering, taking classes, boosting skills, and considering new jobs in the same industry that employ existing experience.
1) Complete the e-learning course "Basics of Pressure Measurement" by understanding all content and reaching as many points as possible.
2) Increase my knowledge of pressure measurement through setting short, medium, and long-term goals related to the course and my career.
3) Formulate my professional career goals using the SMART criteria to make them clear, measurable, and achievable.
This document discusses setting goals for an e-learning course on pressure measurement. It encourages the reader to write down short, medium, and long term goals related to the course and their career. The goals should follow the SMART criteria of being specific, measurable, attainable, realistic, and time bound. Formulating goals this way helps provide direction, focus, and a means to track progress.
Hr Pmp 301 Coaching And Developing Employeesdwhite1118
The document discusses coaching and developing employees. It provides an agenda for a training session that includes reviewing coaching models, handling negative responses, and developing employees. It discusses elements of successful coaching like listening, questioning techniques, and providing direction. It also outlines several coaching models and provides tips for feedback and coaching employees.
2008 Setting Goals And Objectives TrainingImanSabri
This training presentation covers setting goals and objectives and introduces the SMART framework. It explains that goals are general and long-term while objectives are specific, measurable, and set to accomplish goals. The presentation teaches that setting goals and objectives is the critical first step in planning and that the company uses management by objectives with corporate goals informing departmental and individual objectives. Employees are evaluated based on accomplishing their objectives, which should be SMART - specific, measurable, achievable, realistic, and time-oriented.
This document provides information about an Operations Management course taught by Professor Prakash Mathure. The 3 credit course is part of a post-graduate diploma program for working professionals from 2012-2014. The course description outlines the topics to be covered including operations strategy, forecasting, facility location, inventory management, and case study presentations by students. Professor Mathure's expectations for preparation and participation are also summarized.
The document discusses the importance of coaching employees and provides principles and techniques for effective coaching. It notes that coaching provides benefits for employees, culture, and performance but that many managers are not incentivized to coach due to their focus on tasks. To address this, the document recommends that organizations support coaching, train managers in coaching techniques, and redefine manager roles to balance people and tasks. It outlines a coaching toolkit for managers including direct instruction, facilitative questioning, increasing responsibility, modelling, training materials, and feedback.
Assignment details in response to two peers on their growth planssuserf9c51d
This document contains two responses from peers discussing their experiences with developing growth plans.
The first response details how they unofficially developed a personal 5-10 year career plan after undergraduate school to become a commercial lender. They measure success by gaining experience in banking roles that develop necessary skills and by others seeking their input, showing they are a "trusted advisor".
The second response discusses currently working to grow themselves by enrolling in an MBA program to obtain knowledge and skills for an internal compliance role. Their growth strategy is to develop themselves into the compliance field within 2 years through guidance from leaders and learning skills required for the position.
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
This document discusses various leadership skills and human resource development. It covers the importance of training employees and developing their skills. It emphasizes that developing existing employees is a cost-effective way for companies to fill roles. The document also discusses the knowledge and qualities needed to be an effective leader, including communication skills, ability to motivate teams, and learning from others. It highlights transformational leaders like Martin Luther King Jr. and Steve Jobs as examples.
This document provides answers to 12 questions about coaching, consulting, emotional intelligence, and growing a business. Key points:
1. Coaching can help identify gaps and achieve breakthroughs faster than working alone by reducing errors. Mentoring is relationship-focused for both current and future development, while coaching is task-oriented and performance-driven.
2. Emotional intelligence, like self-awareness and relationship management, is as important as IQ for leadership. It can be developed by strengthening connections in the brain through practice.
3. Common business frustrations include a lack of control, people issues, insufficient profit, and failure of strategies to work long-term. Focus and planning tools from a coach can
This document provides information about Avenue Seven, a training and development company. It outlines their vision to bring meaningful and lasting change through effective training. Their mission is to improve business performance by creating partnerships with clients to help them achieve their objectives. Core values include putting customers first and encouraging new ideas. Strengths include a focus on quality, innovation and customer service. Training modules cover topics like leadership, sales management and marketing. The methodology involves presentations, role playing, case studies and real world exercises. Training is provided for various sectors and durations typically range from 1-2 days depending on the module. Contact details are provided at the end.
REPORT DEVELOPMENT CENTER MAGALI MARINO - englishMagali Marino
This document provides a summary of an assessment for an individual at HOUSE OF HR. It details the competencies that were evaluated, including generic competencies of performance, positivism-commitment, and professionalism. Functional competencies evaluated differed for two levels and included things like business understanding, building teams, and relating. The assessment included an online testing phase and in-person exercises. Scores were provided on a scale of 1-10 for each competency based on measurements during the exercises. The individual scored highly across most competencies, particularly in areas like performance, positivism-commitment, professionalism, and relating. The summary highlights strengths in areas like being a hard worker, involvement, argumenting skills,
Coaching for Excellence - Employee Annual Performance EvaluationTrey Scarpa
This document is an annual performance review form that contains sections for goal setting and results review on a quarterly basis, an attributes assessment, areas for improvement, employee input, an annual performance summary, and sign-off. It provides a structured format for managers to document an employee's goals, track their progress towards objectives each quarter, evaluate their demonstration of core attributes, identify development needs, incorporate self-assessment, and provide an overall performance evaluation for the review period.
The document discusses setting SMART goals and objectives for planning purposes. It defines planning as establishing goals and objectives before taking action. Goals should be specific, measurable, attainable, relevant and time-based. Examples of general goals are provided, as well as how to write SMART goals by answering who, what, where, when, which, and why. Strategies and tactics to meet goals are establishing specific actions. The purpose of setting goals is to decide actions needed to achieve desired results.
The document discusses long-term psychological preparation in physical education. It covers topics like goal setting, motivation, attribution theory, and developing a performance psychology program. Goal setting is important as it motivates performers and provides structure. Both objective and subjective goals are discussed. Attribution theory examines how people explain their successes and failures through ability, effort, task difficulty, and luck.
The document discusses new training methods for imparting knowledge to trainees in a fun and modern way. It recommends matching the appropriate learning method to the curriculum based on factors like the purpose of the course, content to be delivered, length, learner background and job function. It provides five steps for developing an optimal training program, which includes determining the business problem, delivery method, time required, and how individual employees learn best. Choosing the right training method is important for quickly and effectively training employees to keep up with competition.
The document provides tips for a successful mid-career change. It advises to analyze current job satisfaction levels and determine which aspects are appreciated or disliked. It also recommends assessing interests, values, and skills through prior roles and jobs, and determining if core values and skills are being utilized in the current career. Finally, it suggests brainstorming alternative career options, researching those fields, conducting informational interviews, job shadowing opportunities, volunteering, taking classes, boosting skills, and considering new jobs in the same industry that employ existing experience.
1) Complete the e-learning course "Basics of Pressure Measurement" by understanding all content and reaching as many points as possible.
2) Increase my knowledge of pressure measurement through setting short, medium, and long-term goals related to the course and my career.
3) Formulate my professional career goals using the SMART criteria to make them clear, measurable, and achievable.
This document discusses setting goals for an e-learning course on pressure measurement. It encourages the reader to write down short, medium, and long term goals related to the course and their career. The goals should follow the SMART criteria of being specific, measurable, attainable, realistic, and time bound. Formulating goals this way helps provide direction, focus, and a means to track progress.
Hr Pmp 301 Coaching And Developing Employeesdwhite1118
The document discusses coaching and developing employees. It provides an agenda for a training session that includes reviewing coaching models, handling negative responses, and developing employees. It discusses elements of successful coaching like listening, questioning techniques, and providing direction. It also outlines several coaching models and provides tips for feedback and coaching employees.
2008 Setting Goals And Objectives TrainingImanSabri
This training presentation covers setting goals and objectives and introduces the SMART framework. It explains that goals are general and long-term while objectives are specific, measurable, and set to accomplish goals. The presentation teaches that setting goals and objectives is the critical first step in planning and that the company uses management by objectives with corporate goals informing departmental and individual objectives. Employees are evaluated based on accomplishing their objectives, which should be SMART - specific, measurable, achievable, realistic, and time-oriented.
This document provides information about an Operations Management course taught by Professor Prakash Mathure. The 3 credit course is part of a post-graduate diploma program for working professionals from 2012-2014. The course description outlines the topics to be covered including operations strategy, forecasting, facility location, inventory management, and case study presentations by students. Professor Mathure's expectations for preparation and participation are also summarized.
The document discusses the importance of coaching employees and provides principles and techniques for effective coaching. It notes that coaching provides benefits for employees, culture, and performance but that many managers are not incentivized to coach due to their focus on tasks. To address this, the document recommends that organizations support coaching, train managers in coaching techniques, and redefine manager roles to balance people and tasks. It outlines a coaching toolkit for managers including direct instruction, facilitative questioning, increasing responsibility, modelling, training materials, and feedback.
Assignment details in response to two peers on their growth planssuserf9c51d
This document contains two responses from peers discussing their experiences with developing growth plans.
The first response details how they unofficially developed a personal 5-10 year career plan after undergraduate school to become a commercial lender. They measure success by gaining experience in banking roles that develop necessary skills and by others seeking their input, showing they are a "trusted advisor".
The second response discusses currently working to grow themselves by enrolling in an MBA program to obtain knowledge and skills for an internal compliance role. Their growth strategy is to develop themselves into the compliance field within 2 years through guidance from leaders and learning skills required for the position.
Ashford 5: - Week 4 - Assignment
Human Resource Planning and Organizational Strategy
In a four- to five-page paper (excluding the title and references pages), discuss the relationship between human resource planning activities and the organization’s strategic development and implementation. Describe the eight elements of the staffing process. Examine the relationship between the eight elements of the staffing process and the four activities related to human resource planning.
Based on the information presented in Figure 10.5, review the human resource planning process and the previous readings from Chapters 4 and 8. Explain the relationship between the four activities of human resource planning and the organization’s strategic planning, development, and implementation.
Your paper should include in-text citations and references for at least three scholarly sources, in addition to the text, and be formatted according to APA style as outlined in the
Ashford Writing Center
.
Carefully review the
Grading Rubric
for the criteria that will be used to evaluate your assignment.
FIGURE 10.5 Human resource planning process
(Plunkett 330-331)
Plunkett, Warren R., Gemmy Allen, Raymond Attner. Management. Cengage Learning, 01/2012. VitalBook file.
CHAPTER 4 PLANNING AND STRATEGY
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
1 Explain the importance of planning
2 Differentiate between strategic, tactical, operational, and contingency plans
3 List and explain the steps in a basic planning process
4 Discuss various ways to make plans effective
5 Distinguish between strategic planning, strategic management, strategy formulation, and strategy implementation
6 Explain the steps involved in the strategic planning process
7 Explain the formulation of corporate-level strategy, business-level strategy, and functional-level strategy
SELF-MANAGEMENT
Strategic Thinking
What do you want to accomplish with your life? To be successful, you need to be proactive, look ahead, anticipate change, and analyze opportunities. In other words, you need to plan and think strategically. This will help you to determine the potential impact of your actions on other individuals. As a result you will make better decisions.
Strategic thinking involves the gathering and use of data to make significant long-term decisions that will affect future business performance. This process requires examination of the mission, core functions and current performance of a business, the industry in which it operates, and the external environment. An important step in becoming a manager is to think strategically. For each of the following statements, circle the number which indicates your level of agreement. Rate your agreement as it is, not what you think it should be. Objectivity will enable you to determine your management skill strengths and weaknesses.
Almost Always
Often
Sometimes
Rarely
Almost Never
I set clear goals for myself.
.
This document discusses various leadership skills and human resource development. It covers the importance of training employees and developing their skills. It emphasizes that developing existing employees is a cost-effective way for companies to fill roles. The document also discusses the knowledge and qualities needed to be an effective leader, including communication skills, ability to motivate teams, and learning from others. It highlights transformational leaders like Martin Luther King Jr. and Steve Jobs as examples.
This document provides answers to 12 questions about coaching, consulting, emotional intelligence, and growing a business. Key points:
1. Coaching can help identify gaps and achieve breakthroughs faster than working alone by reducing errors. Mentoring is relationship-focused for both current and future development, while coaching is task-oriented and performance-driven.
2. Emotional intelligence, like self-awareness and relationship management, is as important as IQ for leadership. It can be developed by strengthening connections in the brain through practice.
3. Common business frustrations include a lack of control, people issues, insufficient profit, and failure of strategies to work long-term. Focus and planning tools from a coach can
Nick krest - how to effectively manage a team of creative professionalsNickkrest
Creativity is considered as an inherent quality by some and an acquired skill by others. Without going into intricacies of debate on the issue, it can be confidently said that creativity is an inherent quality that each and every individual living under the sky is gifted with at birth. It is the environment in which the individuals exist, that exerts its influence in shaping up the particular outlet through which creativity in an individual is vented out.
Katrice Bottoms
Grand Canyon University- LDR- 612
2/21/2018
Self-Reflection Log
During your coaching and mentoring experience, you are required to complete a self-reflection log of your experiences and obstacles. This log will be a helpful component to evaluating and modifying the overall coaching/mentoring experience. Please respond to each response with a minimum of 100 words.
Topic 1:
1. Describe how you will use your personal qualities to contribute to your coaching or mentoring abilities. Some of my personal qualities I will contribute to coaching or mentoring my mentee are communication, approachability, compassion, fairness, ability to listen. These qualities will help me and my mentee establish a relationship where my mentee will be able to approach me with any situation or problem she might have knowing I will not judge her but assist her in any way I can in helping her achieve her goals. The desire to succeed can be overwhelming for a senior in high school; dealing with peer pressure; and the feeling of leaving to go off to college.
2. How do these qualities serve as a value to your mentee? These qualities will serve as a value to my mentee as she progress through her senior year and hopefully she will see my qualities and adapt them as her own and utilize them throughout her life. As I communicate with my mentee I will be clear of the things that was taught to me from my mentor. I will make my mentee feel comfortable approaching me for advice and consultation. I want my mentee to feel comfortable approaching me with any situation, being open with your mentor brings value to your mentee mentor relationship.
3. How do you establish trust with your family? With your friends? With your coworkers? Is this an important factor to establish in the mentor/mentee relationship? Trust is a funny word it takes a lot for me to trust my family, associates, and co-workers. I work with a certain level of trust in each situation, with my family you need to be loyal to me in order for me to trust you, I do not have any friends, I have associates to establish trust with me through this bunch it is not reachable. With my co –workers trust is gained through me in an ethical way at work. For example, if a co-worker sees another co-worker violating a safety rule and do not report it, to me I cannot trust that co-worker.
Topic 2:
1. What personal qualities do you prefer in those individuals you seek to coach or mentor? Are there different qualities more suitable for coaching than mentoring or the vice-versa?
The personal qualities I prefer in my mentee is commitment my mentee needs to be a full partner in the mentoring or coaching process; flexibility in a mentee and mentor relationship it takes time to develop so there needs to be two way communication, I will need my mentee to listen and consider new options; openness I will need my mentee to know he/she can discuss their needs and objectives. My mentee will also need to list ...
7 steps to identifying your organizations training needs white paper - Sept 2010The Blockchain Academy
The document outlines a 7-step process for identifying an organization's training needs. It discusses assessing existing training programs, industry and job requirements, career development opportunities, leadership needs, recurring mandatory trainings, and future anticipated needs. A variety of methods are described for evaluating needs, such as surveys, job analyses, and operational metrics. The goal is to conduct a comprehensive examination to determine any knowledge or skills gaps that training could address.
xxx | Leadership Action Plan | 5/2/19
Leadership Action Plan
xxxxx
Leadership in Organizations
May 2, 2019
Leadership is both an art and a skill. Some people are naturally gifted leaders while others must learn and practice the skills. I have always been someone who likes to contribute to the conversation or project in a meaningful way, but I do not tend to take charge or drive the task forward. I started my current job about seven months ago and I am not a manager or a leader by assignment. As I have become more comfortable with my role in the office and my interactions with colleagues, I am starting to look for opportunities to lead. The readings from class provide both a theoretical and practical foundation for this leadership action plan which I hope to implement between now and the end of my performance year.
Through previous leadership experiences, I started to develop my style, and this course has helped me understand what I should change to be a more effective leader. I tend to default to a combination of Goleman’s (2002) coercive and affiliative styles. I tell my team members “go do this” and hope they will do so because I have invested in building positive relationships based on trust and open communication. Goleman (2000) has taught me that I will be more successful using the authoritative and coaching styles. In my experience as a team member, I know I am most invested when a leader says “come with me” and then takes the time to help me develop the necessary skills to succeed. I need to work harder to take these approaches to leadership rather than fall back on my comfortable but less effective patterns.
Style alone is not enough – leaders must also have substance. Good leaders know how to use influence and the power of persuasion to guide their teams toward the desired end result. Cialdini (2001) talks about six principles of persuasion and of them, I think the most critical is the principle of liking. People are much more inclined to follow and work hard for a leader they like. Throughout my career, I have found it is fairly easy and highly beneficial to be liked. I’ll try to smile and say hello when passing people in the halls, find non-work commonalities like favorite lunch spots, offer simple compliments, and say thank you. These small efforts have gone a long way toward building good will and this is critical to my job since I am often asking my colleagues to provide me with information or attend meetings I arrange.
I feel I can improve my powers of persuasion by capitalizing more on Cialdini’s (2001) principle of expertise. I am one of only a handful of people in my office without an advanced degree, and this is also true of the people I interact with outside the office. While I cannot add letters after my name quite yet, I can derive authority from other expertise and make that clear to people. For example, most of these same colleagues have worked on Capitol Hill so mentioning my ...
This document outlines a leadership development plan to help the student achieve their goal of becoming an executive director. The plan includes a vision statement of contributing skills and knowledge to set the company's direction. Action statements describe tasks to promote to associate director, director, and executive director. Behaviors include delegating, effective communication, embracing change, and personal development. Success will be measured by building a committed team, achieving goals and promotions within four years.
This document summarizes a leadership development program aimed at aligning business and behavioral strategies. The program consists of 4 phases: 1) Define expectations and create awareness, 2) Develop shared vision, values, and behaviors, 3) Create an action plan for cascading and monitoring outcomes, 4) Recalibrate commitments. It uses assessments, workshops, coaching, and follow-ups to shift team consciousness and build accountability, engagement, and collaboration towards a shared strategic vision. The goal is to strengthen leadership teams and make team learning a competitive advantage.
This document describes three engagement and workshop packages offered by Emergenetics to help organizations improve team performance. The first is a three-quarter day workshop that uses assessments to help participants understand their individual strengths and how they can contribute to a more collaborative team. The second involves ongoing leadership coaching over 9-12 months to help leaders enhance their skills and performance. The third is a four module "Leadership Launch Kit" designed to quickly develop technologist and young leaders into impactful leaders through assessments and experiential activities.
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The document discusses the crucial role of the CEO during a business transformation. It states that the CEO must be fully engaged in leading the change process. The CEO needs to develop a clear vision, undergo personal change to adapt their leadership style, and build an aligned team. Key competencies for an effective CEO during transformation include strategic thinking, problem solving, communication skills, and influencing others.
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8 proven ways to develop your leadership skills with Tony.pdfRUPAK BHATTACHARJEE
When faced with problems as a business leader, focusing inward on developing one's own leadership skills is important. There are always areas for improvement, such as building empathy, communication skills, decision making, reducing micromanagement, and providing constructive feedback. Some ways to develop leadership skills include making a plan to address weaknesses, being passionate, modeling good leadership, using strengths, setting goals, admitting failures, inspiring others, and finding a higher purpose. Developing leadership skills is essential for any organization to facilitate strong teams and efficient task completion.
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David roman gb500 sdlp
1. Kaplan University Graduate School of Management
SELF DIRECTED LEARNING PLAN
The Self Directed Learning Plan (SDLP) is a process and document to chronicle your
accomplishments and learning steps through the MBA program and beyond as they relate to your
professional goals. The SDLP will help you to identify and target the array of competencies you
need to reach your professional objectives and to help you organize your Kaplan MBA learning
experience to suit your career objectives. The SDLP will be a section of your Program Portfolio,
so take some quality introspective time to consider strengths and areas of development relevant
to your career objectives. We encourage you to contact Career Services for feedback on relevant
competencies for your career goal, as well as other insights. By knowing your strengths and
areas to develop, you can begin a plan to find out what you need to do to achieve your career
goals. We encourage you to continue to reflect on the identified areas throughout the MBA
program. If you feel a strength or development area is no longer relevant, you may add another
to take its place. At any time, you may also add additional areas.
Your Name: David Roman Date: 8/5/2012
Course Title: G500: Business Perspective
Professional Goal (3-5 years) from now:
Currently I am a Re admissions advisor with the Office of Returning Students Military for
Kaplan University. I love the organization and would like to continue to grow within it. My
MBA should take me roughly two years to complete.
Immediately following my MBA I would like to gain acceptance into Kaplan University's
(LEAD) Leadership and Executive Accelerated Development Program. The minimum
requirements for this program are a Graduate of Master's program of Business Administration
with three to five years work experience in increasingly responsible roles. I must gain more
experience within Project Management to enhance my Bachelor Degree experience with
emphasis in Project Management.
Should the opportunity arise while in my MBA program I would like to strive for the Associate
Director of Office of Returning Students - Military position. This would give me much needed
management experience. The LEAD Program is an 18 month leadership development program
that takes place in 6 month rotations within the core functions of Kaplan University business
2. (i.e., Finance, Marketing, Human Resources, Performance Excellence, Student Operations,
Academic Operations or Executive Operations)
The goal of this program for me would be to explore other areas in the university that may lead
me to executive leadership later on. Upon completing my MBA and the LEAD Program I would
like to re evaluate my goals base upon need and availability.
Strengths to Leverage
Step 1: The most effective and satisfied people align their work with their natural strong points.
Identify 3-5 of your key strengths (see Column 1 below); these could be a competency, skill,
ability, knowledge area or personal characteristic. Think about how you can leverage those
strengths to be effective in your work, achieve your professional goals, and become a leader in
your profession.
I believe the natural strong points that I can increasingly align with my work are, my drive,
creative decision making ability, adaptability, communication and persistence. I am a driven
person. I expect more from myself than anyone can expect from me. I am at most times the first
person to arrive at work and many times the last to leave. This allows me to gain a great amount
of experience due to the extra hours and also time to analyze processes which allow me play the
role of a change agent.
My creative decision making ability coupled with my technical background give me the
opportunity to use technology to find solutions for common issues in workflow process. It also
allows me to me become as efficient as possible. When coupled with my communication skills I
am able to utilize this knowledge base to coach and mentor other team members.
Our organization and industry are ever changing so the ability that I have to adapt has always
allowed me to make continued progress. As changes are announced I can evaluate the situation
properly and have the ability to find solutions that will not hinder my ability to complete my
assigned tasks within the organization.
Lastly, it is my persistence to complete important tasks that will allow me to succeed in staying
atop the current producers in my department. It is with this same persistence that I plan to
complete my MBA program and obtain the LEAD Program position that I am seeking.
Step 2: At the beginning of each course in your MBA program, answer the following question
either using this template or a narrative format. What do you expect to learn in this course that
will help you leverage your strengths? (See Column 2 below). Be as specific as you can, e.g.,
assume that a strength is your analytical ability. You might expect to understand more about
macro economics so that you can analyze how the housing crisis affects other segments of the
economy, such as interest rates or unemployment. At the beginning of the course you are not
3. expected to be an expert in all facets of the course learning; however, you can glean valuable
insights from the course description or purpose, course and unit learning objectives, and from
unit themes.
I intend to gain an in depth knowledge of how business systems differ and are affected by the
outside environment so that my ability to adapt can develop. The better you understand the inner
workings of a system the more prepared you can be and then adapt accordingly. The system
knowledge will assist me in playing a stronger individual role.
Through the business simulation I hope to strengthen my creative decision making abilities. By
taking part in no risk decision making processes I can test my skills and learn without any major
repercussions.
In working on self development I hope to increase the drive that I already possess. I have a
foundation level knowledge of self development techniques. By delving more deeply into this
topic it is my goal to solidify a strong backbone that will result in an increased drive to be
successful.
With an increased analysis and understanding on improvement techniques within business
systems, I wish to enhance my communications. The more you know about a topic the more
confident you may be in conveying that knowledge properly. This will help in areas of
presentation and persuasion.
Step 3: At the end of each course (Unit 6) answer the following questions either using this
template or a narrative format. Did you learn what you expected to learn? (See Column 3 below).
Was there information or insights that helped you that you didn’t expect to learn at the outset of
the course? For example, not only did you learn about macro economics, but you learned some
software tools that help in conducting an economic analysis. What changes or additions, if any,
will you make to your SDLP based on learning in this course?
Step 1: Strengths Step 2: Course Learning Goals Step 3: Course Outcomes &
to Leverage Assessment
Driven GB500:Self Development
Enhancement.
In working on self development I hope
to increase the drive that I already
possess. I have a foundation level
knowledge of self development
techniques. By delving more deeply
into this topic it is my goal to solidify a
strong backbone that will result in an
increased drive to be successful.
4. Creative decision GB500:Strengthen Creative Decision
making Making.
Through the business simulation I
hope to strengthen my creative
decision making abilities. By taking
part in no risk decision making
processes I can test my skills and learn
without any major repercussions.
Adaptable GB500:Understanding of Business
Systems and Environment.
I intend to gain an in depth knowledge
of how business systems differ and are
affected by the outside environment so
that my ability to adapt can develop.
The better you understand the inner
workings of a system the more
prepared you can be and then adapt
accordingly. The system knowledge
will assist me in playing a stronger
individual role.
Communication GB500:Enhanced Communication.
With an increased analysis and
understanding on improvement
techniques within business systems, I
wish to enhance my communications.
The more you know about a topic the
more confident you may be in
conveying that knowledge properly.
This will help in areas of presentation
and persuasion.
Persistence GB500:Deeper meaning of
organizational structure.
My ability to gain a deeper meaning of
how organizations are structured and
the role that each individual plays
within this system will not only assist
me in refining my short and long term
goals but also in strengthening my
persistence in achieving them.
5. Areas to Develop
Step 1: We all have strengths, but we also have areas on which we need to improve. As related
to your career goal, identify 3-5 areas to develop (see Column 1 below); these could be a
competency, skill, ability, knowledge area or personal characteristic. Think about how you can
improve in these areas so that you can achieve your professional goals and become a leader in
your profession.
I believe the three areas where I stand to develop the most would be my task completion
approach, my analysis of process flow and how I relate to fellow team members within my
organization. I attack tasks given to me in a no holds barred straight lined approach sometimes
not taking into consideration the ripple effect that occurs in other areas. It would be more
effective to know how these decisions affect all parties involved to better assist with my decision
making skills.
Although I am a focused goal oriented producer, it would sometimes help me with my career if I
had more empathy and could relate to individuals that have dissimilar work habits and
methodologies. These are a few of the many areas of opportunity I intend to work on throughout
this course.
Step 2: At the beginning of each course answer the following question either using this template
or a narrative format. What do you expect to learn in this course that will help you to develop in
the identified area? (See Column 2 below).
Step 3: At the end of each course (Unit 6) answer the following questions either using this
template or a narrative format. Did you learn what you expected to learn? (See Column 3 below).
Was there information or insights that helped you that you didn’t expect to learn at the outset of
the course? What changes or additions, if any, will you make to your SDLP based on learning in
this course?
Step 1: Areas to Step 2: Course Learning Step 3: Course Outcomes &
develop Goals Assessment
Task completion GB500:Complete tasks with
approach deeper meaning of
organizational structure.
I expect that this class will
assist me in this area because of
6. the analysis of business systems
that we will partake in. In
knowing more about how
decisions affect each
component of the organization
this will allow me to more
efficiently approach tasks to
find solutions.
Monitoring the in/out GB500:Improve process flow
process flow of current day to day
activities.
I anticipate that this course will
allow me to improve my
process flow by actually having
me become more conscious of
each step that takes place. By
focusing more upon the
objectives I intend to enhance
process flow within my day to
day activities.
Empathy/Relationship GB500:Foster relationships
building and leadership skills
necessary to move members
to action.
I expect that this class will
assist me in developing my
skills in this area because of the
group environment utilized for
the business simulation.
Managing relationships and
interacting with members from
various backgrounds will be
vital in the success of these
class projects. This will help
me in my professional life.