managing people and organizations ppt
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ГИД ПО САМОРАЗВИТИЮ-ПЕРСОНАЛЬНОМУ И ПРОФЕССИОНАЛЬНОМУ. РАЗВИТИЕ В ГРУППЕ. 1)Самооценка(сильные стороны- слабые стороны-возможности-риски). Приоритеты. Планирование действий. Развитие навыков. 2)Работа команды-работа в команде. Стадии группового развития. Взаимодействие в группе.3)Самоанализ.TRANSCRIPT
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Managing People and Organisations
An Introduction to Personal and Professional Development SeminarLimassol, Cyprus Power Point
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The Personal and Professional Development Sessions• An introduction to personal
development• Teams and effective teamwork• Interviews and Careers
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Session Overview• The PPD process• The PPD programme• Background to PPD• Stages of personal development• SWOT analysis• Learning journals• The critical reflection model• Goal setting• Assignment brief• Johari window• Personal action planning
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The Journey
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What is Personal and Professional
Development?We consider three questions:
1. Who am I?
1. Where do I want to go in life?
1. How do I get there?
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The Personal and Professional Development
Process (PPD)We seek answers to the three
questions using the following methods:
• Theoretical frameworks• Self assessment• Feedback from others• Group exercises• Role play
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Background to Personal and Professional Development
• Increasing dissatisfaction over management development in 1980s
• Research into management development training
• Reports identified need for personal development plans
• Launch of national standards and framework
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Why Personal and Professional Development?
PPD provides opportunities for you to:
• Develop skills that are critical to your learning and work, e.g.– Effective team working– Effective self-presentation– Reflective, analytical thinking
• Identify your strengths and areas for development
• Write a personal action plan setting goals for the future
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Benefits of Personal and Professional Development
• Development of strategies for improving personal performance
• Development of a sense of the kind of life and work that you want
• Confidence in the skills, qualities and attributes you bring to your career
• A better position to compete for jobs• Better able to discuss skills with
employers• Developing positive attitudes, creative
thinking and problem solving
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Personal effectiveness competencies
Individually, complete the personal effectiveness competencies on pages 1.6 - 1.8 of the Personal and Professional Development Manual.
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The Growing Importance of Personal and Professional
DevelopmentThe rapidly changing business
environment requires:• Flexible, adaptable, multi-skilled
workers• People who can embrace change• People to learn effectively and
efficiently• People who update their skills
continuously• People who can work globally
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Stages of Personal DevelopmentPersonal audit
Identifying development needs
Setting self-development
objectives
Constructing the development plan
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SWOT analysis
Strengths Weaknesses
Opportunities Threats
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Strengths and WeaknessesHow you see yourself• confident• enterprising• humorous• ambitious• helpful• forceful• competitive• flexible• thorough• tolerant• focused• supportive• generous
How others see you• arrogant• exploitative• frivolous• ruthless• controlling• bullying• combative• wishy-washy• obsessive• indifferent• tunnel-visioned• interfering• irresponsible
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Johari Window
Known Not Known
Known
Not Known
ARENAOpen Zone
FAÇADEHidden Zone
Unknown
Blind Spot
Others
Self
Feedback
Disclosure
Jo LuftHarry Ingham
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ReferencesCottrell, S. (2003). Skills for success. The personal development planning handbook. Basingstoke: Palgrave Macmillan.Luft, J. (1970). Group processes: An introduction to group dynamics, (2nd edition). Palo Alto, CA: National Press Books.Woodall, J. (ed) (2002) Personal and Professional Development Manual. Kingston University.
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Working in Teams
SeminarLimassol, Cyprus Power Point
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Session outline
• Team Exercise• Stages of Development• Team Roles• Group Decision Making Techniques• Building an Effective Team• Group Effectiveness
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What is a team?
• Commonality of objective or purpose
• Belonging and being part of something successful
• Synergy – achieving more collectively than can be achieved by individuals acting outside a team environment
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Stages of Team Development
Tuckman (1965)
1.Forming
4.Performing
5.Mourning
2.Storming
3.Norming
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Who is in Your Study Group?
• Find your group and sit together
• Individually complete the Survival at Sea exercise
• Agree Order as a Group
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Team Reflection
•What did you do well as an individual/team?
•What didn’t you do well as an individual/team?
•What would you do differently as an individual/team?
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Team Roles
Meredith Belbin (1981) described teams as:
“a pattern of behaviour characteristic of the way in which one team member interacts with another where his/her performance serves to facilitate the team as a whole.”
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Team Roles
• Plant• Resource Investigator• Chairman• Shaper• Monitor Evaluator• Team Worker• Company Worker• Completer Finisher• Specialist
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Factors that Determine Team Role Behaviour
6. Role Learning
5. Experience
4. Field Constraints
3. Current Values and Motivations
2. Mental Abilities
1. Personality
Behaviour
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Group decision making:Brainstorming
– Aims to develop creative alternatives
– Encourages contribution of all suggestions, withholding criticism
– Contributions are recorded then discussed and analysed
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Group decision making:Interacting
• Groups meet face to face
• Verbal and non-verbal communication between group members
• What are the advantages and disadvantages of this technique?
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Group decision making:nominal group technique• Team members meet. Prior to team
discussion, each individual writes down their ideas about a problem
• Each team member presents one idea to the group. Turns are taken until all ideas have been presented and recorded
• The group discusses and evaluates all the ideas
• Each team member independently rank-orders the ideas. The idea with the highest overall ranking is selected as the final decision
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Team Building
• Balanced roles• Clear objectives and agreed goals• Openness and confrontation• Support and trust• Co-operation and conflict• Sound procedures• Appropriate leadership• Regular review• Individual development• Sound inter-group relations• Good communication
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Learning journals
During your course of study we ask you to keep a learning journal. This can include:
• Summaries of important learning events
• Discussion about how you dealt with events
• A review of what you have learned• Application of frameworks to
problems
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Benefits of Learning Journals
• A written record of what you have learned
• Clarification of your thinking• Development of reflective,
analytical and creative thinking skills
• Facilitation of learning through experience
• Improved problem solving
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The Critical Reflection Model (Deborah Pinder-Young 2000)
Stage 1: Background• What did I do?• Why did I do it?• How did I handle the situation?
Stage 2: Review experience• What did I do well?• What didn’t I do right?• What could I have done
differently?
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The Critical Reflection Model
Stage 3: Self evaluation• What did I learn from this experience?• What did I learn about my strengths and
needs?• How have I applied my new learning in
terms of knowledge, skills and approaches?
Stage 4: Action planning• What do I intend to do differently as a
result of my learning?• What action do I want to take?• What support and resources do I need?
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Goal setting in action plans
Goals should be:• Specific, e.g. to improve report
writing• Measurable, e.g. by 10%• Achievable, e.g. high scores achieved
in past• Realistic, e.g. ability to develop skills
needed• Timely, e.g. meet goal by next
semester
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Assignment Brief: Report outlineThe report will:
– summarise key learning experiences over the past year
– be based upon the learning journal – help you to assess and review your
learning– be 1,000 - 1,500 words, excluding
appendices – involve development of a personal
action plan
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Assignment brief: Report content
The report should comprise three sections:• Identify one important key learning
experience, e.g. a project, a placement, team working, or theoretical framework that has changed the way that you work.
• Analyse your learning experience using a relevant theory, framework or concept. E.g. Belbin’s team roles.
• Describe and critically reflect on how both your perceptions and actions have changed as a result o f your learning experience.