Identifying Managerial Development Needs Education Essay

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In the forth coming report, I will identify my managerial development needs and will produce a personal development plan which will define how I will meet and measure these.

I have recently gone through transition from being a manager having no direct staff reporting to me directly, to a department manager with a team of four staff; (Please see Appendix 1 for job description) initially overseeing all the health and safety arrangements of the organisation and liaising with employers to maintain professional working relationships with service users. I carried out these duties without any direct team of staff reporting to me, although giving information, advice and guidance to a team of 40 staff. Recently I gained extra responsibilities in managing a team of marketing staff to promote the services of the organisation to employers. This has resulted in the acquisition of three members of staff directly reporting to me. I am having to adopt new management styles and need to develop new skills to successfully manage people as well as systems.

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In year one of the Foundation Degree Health and Safety Management, an assignment was completed in developing a personal development plan. That assignment is very relevant to this one and explains the processes and factors I considered in preparing a development plan. I have considered the same factors in preparation of this assignment and development plan. Due to the limited word count, I have attached that assignment as an appendix (Appendix 2)

Management Theories

There are many definitions of management; a widely quoted one attributed to the famous management philosopher, Mary Parker Follett is that, "management is the art of getting things done through other people". Daniel A. Wren says that management is an activity essential to organised endeavours that performs certain functions to obtain the effective acquisition, allocation and utilisation of human efforts and physical resources for the purpose of accomplishing a particular goal. GA Cole (2004)

Two essential elements are implicit in most definitions of management; firstly it takes place in formal organisation, involving people in organised interaction, secondly it includes directing and facilitating the work of others.

The processes of management represent the functions of primary activities engaged in by managers; these functions are labelled as, planning, organising, leading and controlling.

GA Cole (2004)

Whenever there is a need for people to work together accomplishes a particular goal there is a need for management. The managerial role is critical for economic performance and human satisfaction at work. Everyone in a position of responsibilities needs management skills.

In 1954, Abraham H. Maslow wrote 'Motivation and Personality' a study that became the foundation for the content theories of motivation. According to Maslow, human needs can be ordered into hierarchy within physical needs being the lowest and most basic. These are basic needs are followed in ascending order, by the needs for security, social activity, esteem, and self-actualisation. In this set of hierarchy a higher, less basic need does not provide motivation unless all lower and most basic needs have been generally satisfied, it no longer motivates. The relevance of Maslows theory for the practising manager and management in general is that as long as employees lower-order needs at unsatisfied, it will be difficult to motivate them by fulfilling higher-order needs. G.A. Cole (2004)

This is very relevant to me as I have to motivate my team of staff to exceed set targets of newly acquired business during this difficult economic climate. I need to meet their basic needs before fulfilling higher ones.

In my career to date I have had several managerial roles after gaining experience in an organisation and ascending up the hierarchy. I have always gained managerial roles on the basis of experience and not academic qualifications.

Henry Mintzberg was a management theorist whose concepts reflect my career in management. He believed the only way for an individual in a role of leadership to be successful and productive is for that person to learn through experience, rather than simply obtaining a degree. G.A. Cole (2004)

This theory has prompted me to reflect on what strategies have worked successfully in managing people for me in the past and implement them in my current role. I will also expect to learn from new experiences and challenges that this team will present. I will endeavour to motivate my team by way of supporting staff, understanding, encouraging and enabling their people's personal growth towards self-actualisation - way beyond traditional work-related training and development, and of course way beyond old-style X-Theory management autocracy. From Maslow's theory I recognise this and as such offer development support to my staff in the direction that the person seeks to grow and become more fulfilled.

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I have discovered that the management principles for running an effective team in my workplace needs the same skills in managing a chronic health problem that I suffer; I am a chronic brittle diabetic on a continuous infusion of insulin. This means I need to forward plan on what activities I will be doing in the day, consider any potential issues, have strategies in place if things go wrong (contingencies) constant monitoring of activities and learning from experience.

Fig. 1

Source; http://www.airpower.maxwell.af.mil/airchronicles/aureview/1976/mar-apr/dean.html

Management styles may vary depending on any given situation so I feel I should consider the Robert Tannenbaum and Warren Schmidt Model (see fig 1). This describes a range of behavioural patterns available to a manager. They related the leader's actions to the degree of authority used by him and the amount of freedom available to his "subordinates". The leader's actions described on the left characterise the manager who maintains a high degree of control, while those on the right describe a manager who delegates authority. I have asked colleagues in my organisation management team to give me their perception of where I would fit in this model. I was described as a manager whom "sells" and a manager whom presents ideas and invites questions. I would like to manage more in the style of "Manager presents problems gets suggestions and makes decisions" and certainly be more flexible; Tannenbaum and Schmidt felt that a leader should not choose one style and adhere to it strictly but should be flexible and adapt his style to the situation.

Tim Hannagan (2005)

Intellectual Needs

This is the need for challenging thoughts, reading, learning something new, and mind stimulation. The Foundation Degree Course that I am currently on meets all of these needs as well as my new responsibilities in my new job role. I have to research, read and gain new experiences in my place of work to meet the requirements of the course in directed studies and also in my own personal goals in becoming a successful manager. All these activities promote challenging thoughts and mind stimulation, satisfying my intellectual needs.

Diagnosis of Personal Current Situation and Development Needs.

Before I can start to develop myself, one has to get a current measure as to where I currently am in terms of what my strengths and weaknesses are, what my aspirations are, what my development needs are and how I am going to achieve my goals. I have decided to use a basic SWOT analysis completed by my Executive Managers and my staff. (See appendix 2) I will also use online assessments and comparisons against Management theory models.

Discovering strengths and weaknesses.

For some people, they are absolutely clear on what they are good at and bad at. I struggle to discover it. I know that everyone has their strengths and weaknesses. I quickly realized that by developing my strengths and addressing my weaknesses this will help the growth and nurture of essential skills that I need in my managerial role.

I also, looked to get feedback from others that I could trust to be honest and be objective and I asked them what they observed as being my strengths and weaknesses in my management skills (Appendix 3). I reflected on work appraisals which had identified areas on which I could develop. My workplace carries out staff appraisals on a six monthly basis where any actions of development are discussed, negotiated and implemented. As well as all these, I also looked for things that routinely happen in my life and workplace that gave me an indication of my strengths/weaknesses.

After discovering what my strengths and weaknesses are, I had to prioritise and decide which area I wanted to focus on. I know I would fail if I tried to focus on too many at once, so made a conscious decision to work on only a few simultaneously. I prioritise by identifying the area which would need to change the soonest and would reap the greatest benefits in my development.

Key Findings

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From the breakdown of the SWOT analysis that my colleagues and staff that I manage completed together with online analysis of my management skills I can clearly see I have a need to develop in the following:

Assertiveness

Body Language

Written Communication Skills

Self Confidence

I was delighted to see strengths which include how well I support my staff and colleagues and the ability to motivate them. This is a very important skill I need in my current role when motivating staff to reach targets and bring in new business for the organisation. I feel these skills are also crucial in all areas of Health and safety management to develop positive safety culture within an organisiation. The lack of assertiveness and self confidence will hinder my role of Health and Safety Manager and managing staff if I cannot show confidence in my own decisions or be assertive in my conduct as a manager. I tend to overcompensate my weakness by coming across at times as being autocratic and this can disrupt the I must quickly address these two crucial areas if I am going to succeed and this is the areas I will be concentrating on in my personal development objectives.

To practise good management skills I must develop strengths in building working relationships with others, helping others develop their skills, fostering teamwork, and otherwise creating a work environment that is satisfying for employees and oriented toward pursuit of the organisation­s goals. I also I need to develop my ability to judge others as I will have to rely on others as work and tasks are delegated.

Conclusion

Currently I feel I have a methodical, yet supportive approach in my management style; I define goals, assign tasks and resources and provide guidance to my staff. This approach is not bad, because the workers are qualified and experienced enough. I need to learn to delegate tasks and trust my staff to complete the tasks given rather than to carry out tasks myself becoming overloaded with work commitments. Assertiveness is my biggest weakness which is vital in successful management. I realise that this is the area I need to prioritise. I feel that the Henry Mintzberg theory is a model I can relate to and will consider this theory in the development of my role. There is no right or wrong when applying the Henry Mintzberg management theory. It has a firm foundation regarding manager development, yet it is flexible enough to adjust to my managerial role needs.

Management styles may vary depending on any given situation so I feel I should also consider the Robert Tannenbaum and Warren Schmidt Theory.

I have developed a personal development plan (appendix 6) which shows how I intend to develop my managerial skills.

Bibliography

http://www.bbc.co.uk/keyskills/extra/module1/2.shtml 15/10/2010

http://www.airpower.maxwell.af.mil/airchronicles/aureview/1976/mar-apr/dean.html 15/10/2010

http://www.businessballs.com/maslow.htm 16/10/2010

http://www.learning-styles-online.com/inventory/results.asp 16/10/2010

http://www.learning-styles-online.com/inventory/results.asp 16/10/2010

Tim Hannagan (2005) Management Concepts & Practices ( Forth Edition) page 42

G.A. Cole (2004) Management Theory and Practice (sixth Edition) page 136

G.A. Cole (2004) Management Theory and Practice (sixth Edition) page 35

G.A. Cole (2004) Management Theory and Practice (sixth Edition) page 52

G.A. Cole (2004) Management Theory and Practice (sixth Edition) page 34

Appendices List

Job Description

PDP Year 1 Assignment

Maslow Motivation Hierarchy

Analysis of Management Skills by Colleagues

Management Style Assessments

Personal Development Plan

Appendix 1

Sunderland University

In conjunction with South Tyneside College

Foundation Degree in Health and Safety Management

Personal Development (1) - ITG110

Setting Up A Personal Development Plan

Submitted by

Christopher Watt

04/02/2010

For - Tony Sheppard

Introduction

Personal Development Planning has been described as

"a structured and supported process undertaken

by an individual to reflect upon their own learning,

performance and/or achievement and to plan for

their personal, educational and career development".

www.qaa.ac.uk/academicinfrastructure/progressFiles/guidelines/progfile2001.pdf

The primary purpose of a PDP (Personal Development Plan) is to help one learn and develop more effectively and to be able to learn in a wider variety of ways and a wider range of contexts. It should be a working or "live" document which enables one to recognise and define ones training/learning needs, draw upon and use ones expanded personal knowledge to achieve particular goals, review, plan and take responsibility for ones own learning and list evidence for ones own learning and therefore the progress one is making.

By using a personal development plan, I can plan what to do, schedule it, set a time line, track my progress and constantly review my personal growth. This will keep me on track until I achieve it.

Diagnosis of Personal Current Situation and Development Needs.

Before I can start to develop myself, one has to get a current measure as to where I currently am in terms of what my strengths and weaknesses are, what my aspirations are, what my development needs are and how I am going to achieve my goals.

"look back at what has been learned or achieved in the past before looking forward to what you want to achieve in the future"

http://senet.lsc.gov.uk/guide2/assessinitial/index.cfm#whrestart

Here's the benefit of having a personal development plan.

"High achievers focus effort on achieving their goals. That is very good, except that many times they neglect working on what's most important to their success…. That is themselves. Their skills, abilities, knowledge etc."

Kerry T (1996) Access and Equity

I agree with this statement as previously, I often neglected to take into account my current weaknesses / strengths / areas of development in nurturing some sort of success whether it be a personal goal or work base project. Having this plan will help to ensure that I will continually working on my development.

In a nutshell, the basic premise of my personal development plan involves

1. Identifying where I am right now - What are my strengths, weaknesses etc

2. Identifying where I want or need to be - What needs to be worked on for me to get to the next level. Which weaknesses need to be addressed. What area is to be given priority.

3. Coming up with a plan to fill that gap - identifying resources, scheduling etc.

It is a powerful practice. Though the basic premise seems quite simple, it is important that I spend some time on it and come up with a good plan so I will be focused the right way and not waste time. It is vital that I must be honest with myself from the beginning - If I do not get the diagnosis correct or if I am not totally honest with myself, then the following steps will not be effective and thus a domino effect will put the whole plan at risk of failure.

Discovering strengths and weaknesses.

For some people, they are absolutely clear on what they are good at and bad at. I struggle to discover it. I know that everyone has their strengths and weaknesses. So I asked myself the questions below to help get going.

What area/activity do I generally have success in?

What do I frequently fail at?

What do people normally compliment me for?

What do others usually complain about me?

What are their gripes about me?

What are some of my good habits and bad habits that I know of, or that people mention about?

What am I comfortable doing, and what do I feel uncomfortable about? (We are usually weak in the things that we feel uncomfortable about)

I also, looked to get feedback from others that I could trust to be honest and be objective and I asked them what they observed I am good at and what I am not so good at. I reflected on work appraisals (appendix 1) which had identified areas on which I could develop. My workplace carry out staff appraisals on a six monthly basis where any actions of development are discussed, negotiated and implemented. As well as all these, I also looked for things that routinely happen in my life and workplace that gave me an indication of my strengths/weaknesses.

From the information I gathered, I was able to identify my strengths and weaknesses which I have highlighted on page 6.

Strengths

1.Communicate well with others

2.Positive thinking

3.Problem Solving skills - can think "outside the box"

4.Gain trust/confidence of others

5. Developing Training Resources

6. Very approachable and friendly

7. self disciplined with good work morals.

8. Polite and courteous

9. Patient

10. Ability to quickly learn to play a tune on a musical instrument

Weaknesses

1. Poor induction system at TEAM

2. Poor safety culture at TEAM

3.Assertiveness

4.Lack self confidence

5.Lose temper easily

6. Harvard Referencing

7. Developing IT PowerPoint Presentations

8. Assessment writing

9. Underpinning knowledge of health and safety law.

10. Lack of information technology skills

After discovering what my (and TEAM - the company I work for) strengths and weaknesses are, I had to prioritise and decide which area I wanted to focus on. I know I would fail if I tried to focus on too many at once, so made a conscious decision to work on only a few simultaneously. I prioritise by identifying the area which would need to change the soonest and would reap the greatest benefits in my development.

Where I want to be

For me, this was the most difficult part of the planning process and had to take into consideration many factors to reach my objectives as detailed in my "Objectives" list below.

In this process I had to decide and illustrate what my ultimate objective for each of these focus areas would be. I made each detailed and specific. I thrive on challenge so for me I had to make sure it is very ambitious, yet still realistic and within my reach.

I then proceed to list reasons for wanting to reach that ultimate objective. Strong reasons is what keeps me going and gives me meaning for continuing to work on those focus areas. I used the following questions to help me in this process.

Why do I want to achieve that objective?

To improve my ability, underpinning knowledge, respect of others, attention to detail, improve others safety, raise my own personal benchmarks as well as the benchmarks in my professional work.

How does it help me?

It helps me understand better the importance of quality in my work and will make me more methodical in my approach, develop my management skills and improve systems of work. It will also encourage me to review and evaluate situations and implement new solutions to issues more effectively

What can it prevent/stop?

Complacency, lack of motivation and drive, lack of awareness in health and safety with my colleagues, reducing accidents and near misses.

How does it impact my life and those around me?

This process will develop my levels of self confidence and self esteem, knowing I have achieved what I set out to do. It will motivate me to look at continuous development and improvement in my work. My work will be less stressful if I can change the attitude towards health and safety of learners and staff alike giving them responsibilities of carrying out risk assessment in equipment and tasks relevant to them. This in turn will raise their awareness and by introducing the national qualifications "Chartered Institute of Environmental Health, (CIEH) Health and Safety in the Workplace level 2" this will improve their understanding of why health and safety is so important in the workplace and enthuse them to develop a better safety culture. This in turn will hopefully reduce accident rates because of their better understanding of following instruction and they will have experienced better inductions and training.

Objectives

Improve the health and safety processes and procedures at my workplace working in collaboration with staff and Executive managers.

Improve the safety culture at TEAM Wearside.

Learning Styles

In my 12 years experience as a tutor, I have learnt that students learn in a variety of ways. Realising this, I felt it is important that I consider how I best learn new skills.

"The greatest consideration to enhance the learning process is the degree of match or fit between the individual learners requirements and the provision that is made for them"

(Prof. Tomlinson J, 1997)

I had a predetermined conception that I like to learn in a variety of styles but completed several on-line learning style assessments to see what they suggested my optimal way of learning is.

http://www.bbc.co.uk/keyskills/extra/module1/2.shtml

From the results I can choose relevant learning techniques for my personal learning styles. And this is one of the reasons I choose the Foundation Degree in Health and Safety Management which I feel offers a greater range of learning styles over the NEBOSH Diploma which I feel would be a more solitary learning style., using limited resources and mediums.

Results of my assessment .

http://www.learning-styles-online.com/inventory/results.asp 26/01/2010

Visual (spatial). You prefer using pictures, images, and spatial understanding.

Aural (auditory-musical). You prefer using sound and music.

Verbal (linguistic). You prefer using words, both in speech and writing.

Physical (kinesthetic). You prefer using your body, hands and sense of touch.

Logical (mathematical). You prefer using logic, reasoning and systems.

Social (interpersonal). You prefer to learn in groups or with other people.

Solitary (intrapersonal). You prefer to work alone and use self-study.

http://www.learning-styles-online.com/inventory/results.asp 26/01/2010

Setting Goals

Before setting goals I did some research in order to ensure that the goals I am to work towards are effective. I quickly discovered that SMART targets are the only way to set my goals in away that ensures a worthwhile endeavour towards success.

Dr Edwin Locke's pioneering research on goal setting and motivation in his 1968 article "Toward a Theory of Task Motivation and Incentives," he stated that employees were motivated by clear goals and appropriate feedback. Locke went on to say that working toward a goal provided a major source of motivation to actually reach the goal - which, in turn, improved performance.

http://www.mindtools.com/pages/article/newHTE_87.htm

SMART is an acronym for what targets should be like - Specific, Measurable, Achievable, Relevant, and Time-bound.

By asking the questions in the boxes next to the letters in fig 1, I can

make sure my targets and goals cover all the aspects of SMART.

Fig 1 source http://www3.hants.gov.uk/learningzone/elearningzone/hlc-elearning-smarttargetsetting.htm

"Improve the safety culture within TEAM and reduce the accident rate amongst learners in workplacement and staff in the work place by 10 per cent over the next 2 years."

This goal is measurable, actionable and can be achieved it is also time bound to keep me focused on the goal.

This is a medium term goal so I have broken it down further into short term goals that are steps to achieving this longer term objective;

Improve the safety culture has been broken into several steps -

1. Develop a survey to determine the current safety culture and circulate to all TEAM Wear staff and young learners in organized sessions to ensure completion and return by end of February 2010.

2. Identify the shortfalls in the culture from my observations and results of the questionnaire by carrying out health and safety department audits and inspections by April 2010

3. Develop a comprehensive induction covering health and safety to all new employees, learners and supervisors of the work placements including the Introduction of mandatory nationally recognised qualifications for all staff, learners and supervisors of the work placements to achieve raising awareness and responsibility of ownership of health and safety standards in the places of work by June 2010.

4. Involve staff, learners and supervisors in carrying out risk assessments of their work activities / work stations/ equipment that they use after training in risk assessments have been completed starting with department managers by Jan 2011 and cascading down to tutors and assessors by June 2011

5. Give short (10 minutes max) verbal updates to team at monthly team meetings as to how health and safety incidents relate to Regional statistics. Discuss how these incidents could have been prevented and what has been implemented to prevent future incidents. Updates should be relevant to team and communicated in confident clear manner to engage interest. Where complex data is presented, written reports should be available at the meeting - To be evidenced by minutes of the meetings, written reports and feedback from team members.

6. Complete management training days with Collingwood Management Training (TEAM Wearsides preferred management Training Consultants) in "Assesrtiveness", "How to motivate staff", "Report writing", "How to chair meetings" by January 2011 - these day workshops have already been booked negotiated and agreed as part of my staff appraisal and I have recently completed the Assertiveness training on the 26th January 2010.

I could go on to break down these SMART Targets, for example, number 3 in the above list involves working with people, delivering training, instruction and information. Therefore I could go onto set SMART targets in developing my training and presentation skills for example.

After identifying the above areas to improve on (list 1- 6) my ultimate objective for it and the approach to achieve it, it is time to schedule and set a timeline for it.

I have actually had to set time aside in my diary for to work on my personal growth, scheduled for me to take the action steps identified. For example ;

Every Sunday 4pm - 5pm : Reading developing confidence book

Every Monday 1pm - 2pm : 1 on 1 coaching session with my Workplace Mentor for foundation degree in health and safety management

Naturally, my schedule & the amount of time/effort put in every week is set according to my target deadline.

Preparing a Personal Development Plan

Having gone through the process of diagnosis of personal current situation and development needs and goal setting, reflecting on my development needs I made some notes on insights and questions I needed to consider. These notes were used to help me prepare for my development discussions with my workplace mentor and Executive Manager to negotiate and agree goals and targets to ensure that they would fit in with my work load and the organisations objectives. Other factors that I had to consider were time scales which were realistic and again, fitting with workloads and organisational and personal commitments. I had to ensure that the flow of my goals followed on from each other…. There is no point in me setting a target to achieve if I do not have the skills, knowledge or means to achieve these goals. If I found a skills gap in being equipped to achieve a goal, I have had to introduce short term targets as a stepping stone in achieving the longer term goal. Where any element is too big to imagine realistically achieving in one go, I began to break it down into further elements.

There is no point in adopting a complex plan as I will not enjoy using it. Conversely, if I want to analyse lots of details, then I had to compromise and use a format which will accommodate this.

My plan began as a simple outline, like the planning template provided by my tutor which developed as my completed plan See appendix 3. Beyond this I added more detail and structure to suit my aims and preferences, but had to begin with a clear goal, and an outline of what will make my goal happen.

I had to take into account that the overall aim or vision does not have to be limited or constrained and allow a degree of flexibility in case of change or obstacles.

Capability

I want to grow my capability; do things well, I want to do things better and I want to do better things.

My capability is a combination of 4 things:-

Knowledge - what I know, understand and can pass on/explain to others e.g.

Health and Safety Law

Qualities - personal attributes I have and use e.g. patience

Skills - things I can do e.g. Carry out risk assessments.

Experience - things I have done e.g. Been in training for 12 years working with young, disaffected young people with support needs.

By continuously developing myself and growing my capability I am increasing my personal value and employability and, by realising my full potential, I will enjoy greater job satisfaction, recognition and hopefully reward.

Bibliography

www.qaa.ac.uk/academicinfrastructure/progressFiles/guidelines/progfile2001.pdf 28/01/2010

http://senet.lsc.gov.uk/guide2/assessinitial/index.cfm#whrestart 29/01/2010

http://www.bbc.co.uk/keyskills/extra/module1/2.shtml 27/01/2010

Kerry T (1996) Access and Equity; Continuing Education to Lifelong Learning page 19

Prof. John Tomlinson, Inclusive Learning, 1997 page 24

http://www.learning-styles-online.com/inventory/results.asp 26/01/2010

http://www3.hants.gov.uk/learningzone/elearningzone/hlc-elearning-smarttargetsetting.htm 28/01/2010

http://www.mindtools.com/pages/article/newHTE_87.htm 01/02/2010

Appendix 1 TEAM

Personal Review (Appraisal)

Surname _________________________ Initials _______________

Job Title _________________________ Location ____________

Date of Appraisal

Who does the appraisee report to?

How long has the appraisee been in their present job?

How long has the appraisee been with the Company?

Company Vision:

To provide training and support in the area of educational and social needs which is reflective of a Centre of Excellence.

Company Objectives

Provision of additional needs training for young people in the areas of basic skills, social and life skills with a focused, professional approach.

Provision of training with appropriate support for learners to achieve suitable NVQs or similar in a structured framework.

Develop and achieve contracts agreed with the Learning & Skills Council, Jobcentre Plus and similar bodies to deliver appropriate quality services. These may also be outside the Sunderland area.

Maintain and develop high level quality systems and standards including an innovative learning culture and provision of equality of opportunity.

To prepare learners for involvement in the world of work and learning.

To raise standards, involvement, skills and knowledge for all TEAM employees as part of on-going organisational development.

Agreed previous job objectives (Linked Agreed Comment on progress and

to company objectives) achievements

Objectives

Detail the agreed job objectives for the ensuing period (link to Company aims and objectives). 1 objective must include a Health and Safety target.

Identify agreed personal development

Agreed Training/Development Activities

Manager's Comments:

Name ________________Position ______________ Date ______________

Employee's Comments:

Signed _____________________________ Date ____________________

Appendix 2

Personal Development plan

Name

Christopher Watt

Date Plan Written

03/10/09

Date plan reviewed #1

Date plan reviewed #2

Where am I now?

Strengths

1.Communicate well with others

2.Positive thinking

3.Problem Solving skills - can think "outside the box"

4.Gain trust/confidence of others

5. Developing Training Resources

6. Very approachable and friendly

7. self disciplined with good work morals.

8. Polite and courteous

9. Patient

10. Ability to quickly learn to play a tune on a musical instrument

Weaknesses

1.Administration skills

2.Budgeting skills

3.Assertiveness

4.Lack self confidence

5.Lose temper easily

6. Harvard Referencing

7. Developing IT PowerPoint Presentations

8. Report Writing

9. Assessment writing

10. Underpinning knowledge of health and safety law.

11. Lack of information technology skills

Where I want to be?

1.Be able to talk and act confidently regardless of what the situation or whom I am talking to. Look for new opportunities rather than walk the common path. Be able to influence others and decisions made because I show great confidence.

2.Able to be assertive and take control of any situation. Able to press hard for my recommendations, ideas and decisions to be accepted by others when I feel it is really good. To proactively take the lead in as many situations as possible. When group decisions are to be made, to be first to give recommendations. Not to agree with everything others say. Be able to say NO firmly. Not be influenced or controlled by others. To get to choose for myself and live on my own terms. Command respect from others. This in turn will help build confidence and install self esteem in me.

To calmly assess any situation before reacting to it. To look for positives in any circumstances and make best of any unfavourable situations. To focus my energy on finding a solution rather than lose my temper.

Improve my administration skills and budgeting skills

Improve knowledge and ability to reference work using Harvard Referencing system

Improve the health and safety processes and procedures at my workplace working in collaboration with staff and Executive managers.

Improve the safety culture at TEAM Wearside.

Improve ability to produce good reports

Improve ability to produce good written assignments

Attain employment in managing health and safety for retail/leisure chain

Attain Foundation Degree in health and safety management - I plan to become professionally qualified and recognised by IOSH as a health and safety practitioner (Chartered) by 2019. In the long term I would like to progress to a senior position, managing health and safety on a multi-site basis or even set up my own consultancy business ( which will mean taking on further studies and qualifications) I want formal recognition for my managerial skills through obtaining such a qualification, so I intend to complete a third year of the foundation course to enhance the level of qualification.

To generally improve my confidence in and my intellectual capacity for leading others, developing effective skills in maximising, enabling and realising staffs potential.

I enjoy my role of managing the health and safety arrangements at TEAM Wearside, however, I believe to maximise my potential I need to improve my under pinning knowledge in health and safety law and I want to develop my competencies so that I effectively serve the needs of my clients which will in turn improve my levels of self confidence when managing health and safety arrangements.

Gain confidence in the use of information technology skills and be more efficient in using software packages, namely PowerPoint, Access, Excel.

My competency in managing costs and budgeting is very basic and does not go far enough. I need to be able to take full control of this and full responsibility of my own expenditure and budgeting forecasts.

. I need to develop my competencies in estimating and scheduling time scales and meeting the clients and employer expectations optimally in respect of timely delivery of projects and tasks.

Extend the range of professional assignments/projects that I can handle.

Give my career a new direction. This will be done by building upon my existing technical skills, knowledge and experience in areas of leadership and management.

Learn to play the guitar to a reasonable standard (progressing from the 3 bar blues which is my current ability)

write and home record (on computer software) a song for my Fathers 70th birthday

How can I get there?

Use Neuro-Linguistic Programming techniques to develop self confidence - research and put into practice. Practise presentation skills and chair meetings at work to gain more self confidence. Complete the online self confidence course www.self -confidence.co.uk. I will not let myself be effected by set backs, but learn from these to make me a stronger, better equipped individual.

Research human factors in managing health and safety

Carryout health and safety culture survey with staff and learners from TEAM

Practice being assertiveness by suggesting ideas and making decisions in my workplace, meetings and requesting to lead new projects at work. Attend training sessions by Collingwood Consultants

Introduce CIEH training packages to all new staff and learners and develop a more robust induction programme

Take time to assess situations, empathise with others more. Use meditation to develop a calm mind and control my temper. Not say things that I will regret later by considering others feelings before I make outbursts. Cease to waste time on venting my anger by using the energy on positive things. To avoid pointless confrontation and have compassion instead.

Receive training from Administration Co-ordinator on completing company documents to improve accuracy and efficiency.

Manage department budget at work and gain training from finance department to plan budgeting and expenditure.

Plan assignments before writing, discuss with mentor, peers and lecturer. Research thoroughly.

Research how to Harvard reference correctly and put into practice.

Develop a questionnaire for feedback from staff to research the health and safety culture at TEAM and analyse data and feedback to management with possible suggestions to improve the culture working with colleagues and management to improve communication and culture throughout the organisation.

Complete additional training sessions with ICT tutor at TEAM Wearside to enhance my ICT skills.

10. Complete NVQ level 3 in customer service skills to assist in my understanding and ability to meet the needs of my clients and customers (both internal and external) I have already started this qualification, but I need to motivate myself to complete this.

11. I am becoming increasingly aware of the factors that can effect the outcome of good health and safety management. It seems to me that I need to develop my competency in managing all these factors and influences.

12. Take guitar lessons

13. Identify an affordable, user friendly multi track recording software package and start to produce sound clips.

Time Scale

Start date

End date

Short -Term Objectives

Find out the structure of the Foundation Degree, assignments requirements. Discuss these requirements with my workplace mentor and think about how I am going to complete directive learning.

Get involved with work cold calling to market services to gain more self confidence.

Develop PowerPoint presentation and deliver tool box talks to staff

Research and practice Harvard referencing.

Start planning assignments for Human behaviour and Health and safety management.

Complete an audit - find an audit project that the health and safety department need doing and take this on.

Evaluate health and safety arrangements at TEAM - develop a questionnaire for feedback from staff to research the health and safety culture at TEAM and analyse data and feedback to management and staff with possible suggestions to improve the culture.

Develop a survey to determine the current safety culture and circulate to all TEAM Wear staff and young learners in organized sessions to ensure completion and return by end of

2. Identify the shortfalls in the culture from my observations and results of the questionnaire by carrying out health and safety department audits and inspections by April 2010

3. Develop a comprehensive induction covering health and safety to all new employees, learners and supervisors of the work placements including the Introduction of mandatory nationally recognised qualifications for all staff, learners and supervisors of the work placements to achieve raising awareness and responsibility of ownership of health and safety standards in the places of work by June 2010.

4. Involve staff, learners and supervisors in carrying out risk assessments of their work activities / work stations/ equipment that they use after training in risk assessments have been completed starting with department managers by Jan 2011 and cascading down to tutors and assessors by June 2011

5. Give short (10 minutes max) verbal updates to team at monthly team meetings as to how health and safety incidents relate to Regional statistics. Discuss how these incidents could have been prevented and what has been implemented to prevent future incidents. Updates should be relevant to team and communicated in confident clear manner to engage interest. Where complex data is presented, written reports should be available at the meeting - To be evidenced by minutes of the meetings, written reports and feedback from team members.

6. Complete management training days with Collingwood Management Training (TEAM Wearsides preferred management Training Consultants) in "Assesrtiveness", "How to motivate staff", "Report writing", "How to chair meetings" by January 2011 - these day workshops have already been booked negotiated and agreed as part of my staff appraisal and I have recently completed the Assertiveness training on the 26th January 2010.

Arrange some training sessions with ICT tutor at TEAM Wearside to enhance my ICT skills, particularly looking at PowerPoint to generate effective presentations to meet the requirements of the assignments of my Foundation Degree course.

Complete NVQ level 3 in Customer Services, I have already started this qualification and am well on the way to completing my portfolio, however I need to motivate myself to get this completed. I will make an appointment to attend a session with my Internal Verifier at TEAM Wearside to see what work I am missing and re motivate my drive to complete this

qualification.

Develop a style of encouraging people to develop an input into the management of the health and safety at TEAM. Actively seeking feedback from colleagues and service users. This will in turn improve communication of health and safety issues and good practice, improving the health and safety culture at TEAM Wearside.

Chair health and safety committee meeting

September 2009

13/10/09

12/10/09

05/10/09

26/10/09

18/10/09

December 2009

Jan 2010

March 2010

April 2010

February 2010

Jan 2010

12/10/09

26/10/09

2009

December 2009

ongoing

Jan 2010

April 2010

June 2010

Jan 2011

ongoing

Jan 2011

23/10/09

Medium-Term Objectives

Complete a third year of this course to enhance the level of qualification to a (Hons) Degree.

Become Accredited CIEH tutor to deliver Level 3 health and safety qualifications. ( I currently deliver level 1 and level 2)

Develop proposals to improve health and safety processes and culture at TEAM Wearside. I intend to start with smaller suggestions and build up to bigger issues by doing this I hope to build up confidence and develop trust

Attend CIEH and LSC Health and safety forum group meetings to help develop best practice and network with health and safety professionals.

Develop And maintain professional working relationships with senior management and Board of Trustees to develop knowledge business risk management and understand more about budgeting and financial constraints. This will also develop upwards empathy.

Start to look at opportunities to further my career towards progressing in a more senior health and safety role. I hope that this Foundation Degree Course will better equip me to do this in basis of recognition of my ability and knowledge.

Learn how to use multi - track recording software on my PC and record song for my fathers' birthday.

2013

2012

2010

2010

2012

2012

2014

Long - Term Objectives

Find employment at senior level in a health and safety multi-site roll or set up my own consultancy

Reach Chartered membership level at IOSH

Complete a Masters Degree in health and safety

Play the guitar to a good standard

2019

2019

2019

2015

I feel this will open up a vast range of opportunities and further develop me

Appendix 2

http://www.businessballs.com/maslow.htm 16/10/2010

Appendix 3

Results of my assessment .

http://www.learning-styles-online.com/inventory/results.asp 16/10/2010

Visual (spatial). You prefer using pictures, images, and spatial understanding.

Aural (auditory-musical). You prefer using sound and music.

Verbal (linguistic). You prefer using words, both in speech and writing.

Physical (kinesthetic). You prefer using your body, hands and sense of touch.

Logical (mathematical). You prefer using logic, reasoning and systems.

Social (interpersonal). You prefer to learn in groups or with other people.

Solitary (intrapersonal). You prefer to work alone and use self-study.

http://www.learning-styles-online.com/inventory/results.asp 15/10/2010

Appendix 2

Colleagues perceptions

Appendix 4

Fig 1 source http://www3.hants.gov.uk/learningzone/elearningzone/hlc-elearning-smarttargetsetting.htm