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UNIT 302Manage Oneself E 1: Develop skills to improve performance. E 2: Manage time to meet objectives.
Overview of Performance Criteria Element 1. • Assessment of own skills and areas for self development is based on current and likely future work requirements. • Assessments takes account of skills required to work effectively with other team members. • Plan to develop own skills are consistent with setting specific measurable objectives. • Updating of plans to develop own skills take place at regular intervals.
Overview of Performance Criteria Element 2. • Your managers objectives are specific, measurable and achievable. • Estimates of time required for activities are realistic and allow for unforeseen circumstances. • Review of progress and rescheduling of activity take place regularly to help achieve planned objectives.
Knowledge of the organisation.Q1. Discuss who could be involved in assessing. Your current levels of competence. What contributions they could make.Who to get feedback on performance from.
Feedback from whom? • Supervisors / Managers. • Self. • People for whom you are responsible for. • Customers. • Fellow colleagues.
How to get feedback? • Regular Team briefings / meetings. • Planned sessions with line Managers. • Staff allocated as a Mentor. • Peer talks / Open discussions.
It is essential to analyse oneself truthfully! • Assess your weaknesses and strengths and TRY to change those things that should be changed. • SWOT exercise.
Q2. Describe Your Workplace Policies and Objectives Which May Determine the Setting of Priorities.
WORKPLACE POLICIES • Customer satisfaction. • High standards of service and products. • Maintaining a safe and secure working environment. • Profit Making (GP). • Efficiency of staff. • Good human and material resources.
CUSTOMER SATISFACTION • It is essential to build a good reputation to attract both repeat and new customers.
HIGH STANDARDS OF SERVICE AND PRODUCT • You need to be making enough money to employ good staff to produce a high standard product and good quality of service.
MAINTAINING A SAFE AND SECURE WORKING ENVIRONMENT. • Legal requirements determine this as high priority.
PROFIT MAKING • If all the prior points are not in place you will not make large profits. • You need large profits to be able to keep all in place.
EFFICIENCY • Good Management. • Time Management. • Staff that can prioritise.
Work performance and standards.Q1. State Why Continuing Self Development Is Essential to Managerial Competence.
Knowing oneself, ones qualities, weaker areas and what you can do about improving them are vital to self development. “think back to your SWOT exercise.” If you want to manage people one day it is essential you can ‘ MANAGE YOURSELF.’
What constitutes a good manager? • Honesty. • Integrity (perfect state). • Enthusiasm. • Leadership. • Diplomacy. • Courtesy. • Appearance. • Example setting.
“The moment you loses sight of these personal targets you loses the credibility to make judgements about others”.
“Self development is not only essential to anyone's professional self respect but also for your professional credibility”.
Q2. List 6 important skills which are required for effective managerial performance.
Any of the following: • Self management. • Time management. • Decision making. • Analytical skills. • Good communication skills. • Resource management. • Delegation.
Able to organise and plan. Knowledgeable. Able to co-ordinate. Control. Direct.
Q3. Describe what methods can be used to assess your own levels of competence and how you would select a development method appropriate to your circumstances.
Skill scanning. • Action planning. • Act on feedback and appraisals. • Perceptions of others from whom you work with. • Comparisons with people in similar situations. • Tutors from college or people in similar. • Managerial posts.
How would you select a development method? • Your individual needs may range from formal courses and training or just work experience. • It is vital that achievable targets are set within a sensible time scale.
Q4. Describe the current and future demands of your job, the standards required and how they match your own levels of competence as a manager.
What is your role definition and responsibility? • Do you know the organisational structure, company procedure and legal requirements? • Do you ever come across situations that are beyond your experience? • Do you keep up with current trends.
Matching individual talent to a task. Successful communication. Good listening skills. Example setting. Dealing with conflict. Good problem solving skills.
Be encouraging and supportive. Create an open healthy climate. Compliment good ideas and performance. Understanding of what motivate staff. Know your staff, understand their needs. Help achieve personal aims.
Q6. Describe how you would develop A personal action plan for learning and self development.
Personal audit. Identify needs. Prioritise your needs against current and future demands. Match needs to personal goals. Identify opportunities internal or external. Set targets. Analyse current time management and adjust. Review.
Q7. Describe why it is important to gain feedback from others on your own performance and how to encourage, enable and use the feedback constructively.
To get a true idea of others perception of you. Provide the motivation needed to improve performance. Can lead to early detection of errors and enable them to be corrected. Feedback avoids misunderstanding occurring or conflict developing.
Self evaluation and understanding / review current situation. • Seeking and noting feedback from superiors, peers and colleagues. • Checking position regarding previously set targets. • Feel good factor / self fulfilment. • Assess against others at same level. • Are you at the level you want to be?
Human Resources.Q1.Describe the availability of development activities and their advantages and disadvantages to your own position and responsibilities.
“What opportunities for development have you got where you work?” Identify your training needs and discuss them with your line manager!
INTERNAL TRAINING • Internal training is viewed more sympathetically. • Better to time manage. • More cost effective. • More favourable by employers, they get a sense of ownership. • Relevant to the organisation. • More chance of a career and developing within that organisation.
EXTERNAL TRAINING • Require time away from work. • May involve financial cost. • Fresh experience away from your normal place of work. • New faces, new ideas and a different environment can be essential to self development. • Organisation likely to benefit from new ideas which can be passed onto others.
Planning.Q1. Describe why effective management of time is essential to managerial competence.
It is essential to manage your time effectively. • It is essential to manage time of anyone whom you are responsible. • TIME IS MONEY, and can very easily be wasted if not managed correctly. • Good time management is essential for the organisation to function efficiently. • To get the best out of human resources.
Q2. Describe the strategies which can be used to ensure effective time management.
Determine priorities (Job lists). • Effective use of a diary. • Allocate time for planning and thinking. • Plan for unexpected as well as expected situations. • Be prepared for problems and allow time for problem solving.
Q3. Describe how you set specific, measurable and achievable objectives for yourself.
“It is important that any objectives set for yourself are REALISTIC, FOCUSED and though CHALLENGING be set against a timescale which is ACHIEVABLE”.
Prioritise objectives. • Set short and long term goals with time scales. • Review to see if on track at regular intervals. • Obtain feedback from colleagues and supervisors where necessary.
OBJECTIVES SHOULD BE : • Clear. • Specific. • Measurable. • Worthwhile. • Attainable. • Challenging. • Timed.
Q4. Describe how work is prioritised according to organisational objectives and policies in your workplace.
VARIES IN DIFFERENT WORK PLACES • Business Plan. • Health and Safety Procedures. • Meal Times and Deadlines. • Routines. • Checklists.