Manager Skills Analysis and Development

Execution skills are regarded as important to a manager. Effective management can develop desired outcomes as planned. Heads of organization opt to enroll into institutions so as to broaden their skills. Based on my skills analysis, I required a skills improvement strategy. My colleagues pointed out my leadership potential coupled with influence and creativity. Contrary to observations made by my friends, I was skeptic about developing leadership skills.

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The feedback system I employed to guide my skills profile evaluation recommended that I could be a good leader. an organization must establish an implementation plan to achieve desired goals. Strategy requirements have to be communicated to employees who will execute the plan. Information should be circulated to all participants in the organization. Knowledge of an organization’s objectives have no boundaries, they ought to be communicated to all stakeholders (Wenger, 2004). The self-development analysis recommended skills strengthening.

The expertise development strategy focused on learning management lessons and charity work registration. A four steps success plan was established to guide in the skills advancement. The first step was to document a summary of the expected skills development outcome. The second step was to sign up for courses on human resource management, customer care, and stakeholder management. The management lessons were attended in the evening.

A third step was to register with charity activities. Charity work was performed during weekends. The activities provided an avenue for practical management application. Leadership exercises were also practiced during the volunteered work. The fourth step was to obtain an assessment of management and leadership performances. Independent evaluation reports were sought from administrations of charity organizations. Improved influence, creativity, and leadership skills were expected from the skills development strategy. A leader that gives hope to followers has information development liberation. An organization’s manager must be devoted and able to implement institutional policies (binti Abdullah & bin Othman, 2010).

An examination of the skills improvement strategy revealed effectiveness of the procedure. There was a tremendous improvement in skills both in theory and practice. Autonomous assessment reports showed satisfactory accounts on creativity, influence, and leadership skills. Duplication of knowledge obtained in class practically helped in imaginative performance. My notions were probed, diverse circumstances evaluated, execution plans connected, and outcomes appraised (Vaughan & Himmel, 2006). It was only through exercise that I could experience the gained understanding. Charity work required a self-motivated participant and my abilities fitted with necessary qualities.

Charity work involved research on potential assistance recipients. I utilized the opportunities available to implement my guidance abilities. I organized to be part of the operations teams. I adapted a liberal leadership style that permitted contributions from my colleagues and management.

This arrangement created an opportunity to practice and shape my leadership capacity. The skills development aim was achieved and found to be beneficial. Management classes provided sufficient administration knowledge. The techniques learned were timely. Coupled with the management theory, practical applications at the charity exercises improved my skills set. Evaluation by independent administrations enabled me to establish if there was an improvement in my expertise.

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The expertise development exercise was done over three months. Time allocated to the examination exercise was sufficient to ascertain skills levels. There was shaping and testing of the skills. The initial skills investigations provided a list of skills to be developed.

Conclusion

Individual or group ability analysis can be conducted by applying numerous techniques. The procedures can assist in recognition of ability potency and limitations. These evaluated skills were analyzed using career driver questionnaires and Belbin tests. The assessment techniques were found to be appropriate for the activity. The procedures assisted in expertise appraisal. The skills review methods eased my understanding of my personal ability. I now know my skills potential areas and what I should improve.

In my quest to be an entrepreneur, I am obligated to exercise my implementation and creativity abilities. However, I have a weakness in leadership. My lack of interest in guidance was exposed by the skills appraisal. I strategized to focus on developed leadership ability and further improved influence, implementation, and creativity abilities. My dream to become an entrepreneur demanded improved skills set.

The career drive questionnaires credited authority as a strength for my profession. Originality was categorized second to persuasion by the test. The examination was accurate as people persuasion has always been my passion. The Belbin examination graded execution as a responsibility I can possibly undertake. The Belbin examination description of an executor was satisfactory for me. Executed project plans create excitement in most managers. The exhilaration is vital for an entrepreneurship dream. Other methods of skills evaluation exist.

The tests analyzed my skills and have pointed out areas for improvement. Expertise evaluation is important for career planning and advancement. The evaluation tests assist professionals to better manage their careers. Skills appraisal should be adapted by all persons aspiring to flourish in their professions. There are other systems of skills appraisal. Methods such as Honey and Mumford study technique analyze an individual as an imitator or a logician.

References List

binti Abdullah, N. H. and bin Othman, A. (2010). The Influence of Leadership on Organizational Culture and its Effects on Knowledge Management Initiative. Web.

Vaughan, M. and Himmel, K. (2006). Forces Shaping Our Future. Understanding Business Simulations. Regis Learning Solutions. Web.

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Wenger, E. (2004). Knowledge management as a doughnut: Shaping your knowledge strategy through communities of practice. Ivey Management Services. Web.

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