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Sample Paper on Document a Prospective Manager, Create a Career Development for Employment within the Business

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Sample Paper on Document a Prospective Manager, Create a Career Development for Employment within the Business

Introduction

The traditional linear approach (TLA) applied by managers in areas of career planning and employees’ development has become more obsolete and unrealistic (Asadoorian & Batty 2005). This is because the traditional career planning linear approach tends to ignore important aspects like personal career objectives, consequences of both internal and external pressure, and consequences of major organizational change. Therefore, as a prospective manager, it is important to understand that personal objectives are vital for every employee because only objectives define career ambitions (Murad & Varkey 2008). Similarly, incorporate internal and external influences within the career development plan eliminates the factors that may render irrelevant the best outlined career plans. It is highly probable that internal and external influences dictate the content of day-to-day operations and to a higher degree my raise the spectre of insecurity within the job place. At the same time, managers should prepare employees to withstand pressure that may result from organizational changes.

With the needs to incorporate more realistic management approaches, managers should be in a position to identify their own potentials and create a career development plan that is in line with employees’ career objectives. From the perspectives of a prospective manager, this paper assesses personal management skills performance, personal SWOT and objectives as well as targets to develop personal potentials (Asadoorian & Batty 2005).

2.1 Documenting own management skills performance

As a prospective manager, it is important to understand the technical nature of the job and the needs to serve as a springboard through provision of optional ideas and concepts that will guide towards effective management (Murad & Varkey 2008). In this line of thinking, the manager should demonstrate the skills and knowledge required to progress in an area of profession throughout the career planning process. This follows from the notion that a clear picture of skills requirements will allow the manager to assess the level to which such skills should be updated. Therefore, by learning new skills, a prospective manager will be in a position to play active roles in employees’ training and development (Murad & Varkey 2008). The table below outlines own management skills performance, which are all fundamental when it comes to departmental organization, employees’ management and activity planning.

Skills and Competencies
Importance
  1. Able to coordinate technical and administrative resources

Proper coordination of resources will ensure effective support for the organization alongside maintaining higher growth through improved activity processing. 

  1. Effective financial, space and asset management

This skill is based on organization’s requirement for accountability and maximum value creation.

  1. Able to initiate plans, project and take critical decisions

At times, the manager is expected to initiate plans and make decisions that will affect the overall area of performance. The manager needs to possess evaluative skills so that the decisions made critically contribute towards employees’ development and business growth.   

  1. Able to develop and maintain personal and organizational effectiveness

The only way to create a positive impact in the minds of employees is by establishing a base for improving personal and organizational relationships. A business can only grow if there is coordination between managers and employees and among employees themselves.

  1. Being able to exercise leadership

This is an effective skill that can be used by managers to influence the decision of employees. Appropriate leadership styles will allow the manager to interact will employees and ensure maximum contribution toward business development.

  1. Able to develop frameworks for managing change

Change cannot be ignored and may occur at a crucial time in the organization. An effective management should understand that people at are at times resistant to change and it may take several time before they adopt or adapt. Employees should be informed prior before a change is implemented to avoid negative perceptions that may hinder the good performance plan. 

  1. Being able to promote, train and develop effective personnel

Employees’ motivation is fundamental towards enhancing business processing since it facilitates internal competition. With promotion, training and personal development, employees are motivated to think positively towards the improving business performance. 

  1. Communicating and working as a teams

Effective and efficient management retails around good communication between the manager and employees. Good communication creates a base for better relationships within the work environment as well as ability to work as a team towards achieving a common goal. 

  1. Always supportive and committed to service culture

As a prospective manager, there is needs to remain committed to the organizational service culture and support all the positive ventures that will lead to business growth.

  1. Ability to deal with poor performance among employees

The only way to deal with poor performance in the work environment is by creating a competitive platform; Competition for promotion, salary hikes and other motivational aspects will help eliminate poor performance among some groups of employees.

  1. Working towards establishing informational management and good communication systems 

The decision to improve proper linkages between departments and among employees through better communication systems is vital towards ensuring immediate response to organizational activities. This is also based on the concepts of information processing, which should follow strategic channels.

  1. Able to promote and maintain safer working environment

Exposure to poor working conditions may interfere with employees’ health, which have negative consequences on the overall performance of the organization. A manager that focusses on employees’ security improves the response of employees to business activities.  

The skills outlined in the table above explain the most prolific managerial roles that are applicable in a wide range and level of responsibilities. These skills if applied will act as a framework for improving employees’ management and development. While prioritising on key competencies and skills, a prospective manager should always contemplate over the performance relationships among employees within the organization and how employees’ actions facilitate business growth.

2.2 Personal strengths, weaknesses, opportunities, and threats
Strengths

Self-Actualization: I have appreciated the need for higher self-esteem as indicated by Maslow Hierarchical Theory of needs. Trough self-actualization I have realized to accept myself the way I am and hence realizing my individualism. This strength has been fuelled by my appreciation of humanistic theory that portrays me as a ‘set up’ for success and fulfilment. I am therefore inspired by this principle and would always toil and thrive to be highly productivity in all my areas of management. Through personal inspirations, I hope to also inspire my colleagues and individual employees who will accept in their areas of duty the benefit of self-acceptance. At all levels of performance, I interact positively with other individuals because I have the ability to face problems and provide immediate solutions.

Success-Oriented: I am a success-oriented manager who will stop at nothing but effectiveness in my line of duty. This trait is fuelled by my recognition for self-efficacy and ability to design a solution for every problem. As a prospective manager, I always feel motivated by the Socrates’ idea of being an inquisitive leader. This means that every manager has the right to ask for clarity and be able to obtain several alternative solutions the set of problems. Through this line of thought, I have always achieved my duties as assigned because I always feel self-motivated upon achieving my managerial tasks effectively and on time. The general recognition of time as a scarce resource is valid and I believe it would beat no logic to delay the activity only to rush at the last times.

Weaknesses

Pre-occupied: At times in my line of duty, I get into the work so much that I forget some of the basic requirements, especially, those meant for social growth. For example, as a manager there is need to set time and keep in pace with colleagues. This is not possible because I attach more importance to my duty and view the social side of life with much negativity and laziness. Besides, I am addicted to internet surfing and in most cases go past the normal working hours just to complete a task in internet. This affects me as it piles pressure when I realize that I have pending duties at home that must be attended.

Conservative: I always think am perfect in my decision and any work I have done should not be subjected to criticism. I always struggle to keep in mind the notion that criticism is meant to allow for positive result or help to advance and rectify specific areas. I feel this character will make me be at logger heads with authorities and may limit my chances of promotion.

Opportunity

With my ability to properly communicate and interact at different levels of management, I can use the internet to create a base for social networking. This will help connect employees and manager from various departments and across different business settings. My colleagues are skilled and have high levels of experience. This offers a platform for better understanding and higher levels of engagement in business activities. I can improve my management skills by imitating what my colleagues who have faced less criticism do to get things done. 

Threats

Letting my colleagues get a lot of praises at the workplace based on their successful performance is my main threat.

The above strengths, weaknesses, opportunities and threats have implications when it comes to developing a positive work relationship with employees. As a summary, I have developed the table below gives detailed analysis of strengths, weaknesses, opportunities and threats in line of my management.

Strength:

·          I communicate passionately with my clients and build successful relationships

·         I have a positive thinking about my abilities

·         I have a positive mind towards learning and development

·         I am highly inquisitive

·         On a 1-10 scale, I would rate myself at 6 on proficiency with intervention

·         On a scale of 1-10, I would rate myself at 9 on cultural competence.

 

 

Weaknesses:

·         I lack enough knowledge on counselling

·         I am easily emotionally triggered

·         I sometime fail to balance a conversation with other employees

·         I am not assertive

·         I always get nervous when dealing with other students hence addressing them gives me a hard time

·         I need professional improvement on application of ethical principles

 

Opportunities:

·         My main priority has always remained how I treat employees, and this has given me the opportunity to interact, explore and improve my social skills since the field is not as hard as I had perceived it to be

·         The much I have learned has enabled me to discover how easy it is to develop a career development plan

·         I also get most of the opportunity to practice my skills and have my class watch and rate me, this has worked a great deal towards my career development

 

Threats:

·         Some of the employees I work with are introverts and it takes a lot of effort and time to abstract information from them   

·         Developing a career plan that blends with my schedule is a major challenge

·         One of the major setbacks I always have is dealing with employees that have negative thoughts about their abilities, skills and experiences

2.3 Setting and prioritising objectives and targets to develop own potential

The identified personal objectives and targets for the prospective manager is as represented in the table below.

Priority
Personal objective
Target 

1st

Developing a control plan for personal emotions and anger

 

To help improve personal and interpersonal relationships within the organization

2nd

Developing language and communication Skills

To increase language skills and Performance

3rd

Developing career plan

To raise career performance and increased personality among employees 

 

As reflected by the tables above, there are three major goals such as developing a control plan for personal emotions and anger, developing language and communication Skills, and developing career plan. As noted by Kumar (2009), increasing personality is only possible based on manager’s possession of planning skills as well as much endowment of leadership skills. Managers that possess such leadership skills will thus provide better services to employees, which lead to increased performance. A manager that has higher skills in language and communication increases personality and employees’ development.

4.1 Explaining how own managerial and personal skills will support career development

Kumar (2009) recognized the existence of two kinds of skills an individual need to possess in order to support a particular business success. An individual should therefore have both personal skills and professional skill in order to support career development. For a prospective manager, it is important to possess a higher degree of leadership skills in order to support team members with the aims of achieving the set strategic goals. Most organizations value teamwork since they believe that with structure systems, managers are driven by the need to achieve team targets. This can only be achieved when an individual understands and recognize the significance of necessary knowledge endowment besides being experienced so that the manager can find ease in guiding the team. In addition to this, time management skills should always be encouraged in any task and managers must possess such skills so as to ensure that task are performed based on the timeframes given to meet the deadlines.

The prospective manager has to understand the essence of IT knowledge towards time management. This follows the time framework outlined in the career plan and business processing targets. Jennings (2007) views leaders as people who must showcase higher levels of effective listening ability extended to team members. Through effective listening, there are higher possibilities of developing a work environment that recognizes people participation. As a prospective manager, it is necessary to ensure existence of a sound motivational framework that is purely based on individuals’ performances. This can be done through rewarding people, creation of an enabling and friendly environment at workplace and regular job promotion. Motivation is only workable where there is a higher levels of transparency between managers and other staff members. Managers should, through practice and experience, develop personal skills to ensure employees’ growth. According to Jennings (2007), confidence originates from personality and, therefore, those with good personalities should be able to show confidence in their duties. Confidence is a key personality skills required by managers to take risks hence able to face daunting situations.

According to Goble & Horm (2010), courage is fundamental feature a leader should possess. A courageous leader leads to an effectiveness in performance of the team. Courage is significant for a manager who seeks to achieve firm’s target. A prospective manager must therefore possess a higher degree of self-efficacy as this will help other people below the manger see possibility when faced challenges. The current business operations require, managers to fully understand the firm’s goals and how individuals’ objectives link to the overall business plan of the organization. This is because the ability to guide others is fully embedded on the degree to which a leader understands and distinguishes between team’s target and the company’s goal (Goble & Horm 2010). A manager  should understand that within the organization, there exist different types of teams associated with particular objectives and thus need to look for better ways to harmoniously sum up all the goals from each group to effectively achieve the firm’s target. With respect to current and future plans, the following table summarizes the development plan based on the required skill a prospect manager should have.

Current and Future development Plan

Required Skills by Prospective Managers

Increase Employees’ skills and Knowledge

Knowledge sharing and Supportive

Increase employees’ Relations

Management Skills, Listening Skill, and encourage

Develop Team Performance

Supportive, Courageous , supportive, Time Management

4.2 Reviewing career and personal development needs, current performance and future needs
Personal Development Plan

The activities to be covered under personal development need include developing a control plan for anger management, improving communication skills, and developing a self-care plan, which are ongoing activities with their timelines and importance outlined in the table below.

Personal Development need, current performance and future needs

 

Personal Development needs

Current Performance

Timeline

Purpose

Action

Future needs 

Developing a control plan for personal emotions and anger

Low

2 Months

To be able to interact with employees and other persons and also to engage in discussions without getting emotionally triggered. This personal trait will help improve  both personal and work relationships with employees and members of staff once employed 

Attend a one month training on emotional control techniques and another one month in psychological counselling. 

Be able to control personal emotions when dealing with employees; be able to view other people’s thoughts with high levels of positivity and; be able to create a conducive environment for employee’s counselling 

Communication and Review skills

Moderate

1 Moth

To improve communication and review skills; to eliminate nervousness when dealing with employees; to be able to engage fellow managers in positive discussions

Attend a one month course work alongside engaging in open forum discussions, debates and experimental arguments

Be able to influence fellow managers for positive thinking and improved performances; be able to communicate constructive ideas that can help improve the health conditions in the work environment

Developing a Career Plan  

Low

2 weeks

To be able to develop a career plan that meets my work schedule; be able to meet the work timeframe according to the needs of the organization

Outline areas of significance as far as career planning is concerned; seek professional training; interact more with other managers in order to emulate how they handle their roles

 Be able to develop an effective care plan that is in line with my work schedule; be able to work according to personal health needs and demands of other workers; be able to balance personal work and professional duties 

Career Development Plan

The areas covered under professional development plan include improving knowledge on counselling and management of introvert employees, which are both ongoing processes with their respective timelines outlined in the table below.

Professional Development Plan

Current Performance

Timeline

Purpose

Action

Future performance

Knowledge on employees’ counselling 

Low

3months

To improve on counselling skills; to improve on teamwork relations; engage employees on positive health discussions

Involve myself more with extra studies on counselling in order to enhance my skills and relate more with the critical areas under my profession; participate in various seminars and counselling sessions that deals with other parties in order to gain experience 

Be able to sharpen my skills as a counselor and relate more with my employees as a professional; be able to maximize the potential of my employees through broad coverage of the problem at hand with no difficulties

Dealing with Introvert employees

Moderate

3months

 Develop a positive attitude when dealing with employees that require extra effort and patience when dealing with them; be able to offer equal treatment for diverse groups of employees in the best mode depending on the personality

Involve myself at length with introverts employees so as to sum up the experiences and have a wide perspective on how to handle diverse types of introverts; conduct research and seek professional help on how to handle such cases 

Be able to match up the standards of a qualified professional counselor; be in a position to offer quality counselling in accordance with personality traits such as the talkative type, aggressive, sensitive and the vigorous type

Conclusion

In general, career and personal development plans result from the component theories, which provide subsequent insight relationships and cooperation a manager creates with other employees. In my management prospect, I have applied such theories as humanistic theories, neuro-linguistic programming, and Energy Psychology as well as Pam Weight theories of personal development. The application of Neuro-Linguistic Programming Theory (NLPT) has enabled me to possess an outstanding human experience and communication, which are effective towards developing a strong base for interaction within the organization (Kumar 2009). Through the application of these theories, I have subsequently uncovered my areas of weakness and strengths culminating to subjective study of my experience as well as my human excellence. In other words, I understand the importance of self-awareness and improved personal and interpersonal relationships towards improving organizational performance.

 

 

References

Asadoorian, J., & Batty, H. P. 2005. An evidence-based model of effective self-assessment for directing professional learning. Journal of dental education, 69(12), 1315-1323.

Goble, C. B., & Horm, D. M. 2010. Take charge of your personal and professional development. YC Young Children, 65(6), 86.

Jennings, S. F. 2007. Personal development plans and self-directed learning for healthcare professionals: are they evidence based? Postgraduate medical journal, 83(982), 518-524.

Kumar, A. 2009. Personal, academic and career development in higher education: Soaring to success. Rout ledge.

Murad, M. H., & Varkey, P. 2008. Self-directed learning in health professions education. Annals Academy of Medicine Singapore, 37(7), 580.

 

 

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