BUMGT 2615. Designing Effective Organisations it

BUMGT 2615. Designing Effective Organisations it’- Assignment 1. Individual organisational structure assignment, from the textbook, pp. 134-135: ˜You and Organization Structure’. The objectives of the analysis are to: 0 Improve your knowledge of specific concepts and theories of OT 0 Develop your ability to apply theories and concepts to practical situations 0 Encourage you to consider the effectiveness of various OT theories and models as they relate to organisational functioning 0 Develop your skills in research, critical thinking and analysis 0 Develop your skills in academic writing Length: 1,200 “ 1,500 words Weight: 30% Due: at the Week 5 lecture Criteria for assessment: the marking guide is provided at the end of this Course Description. Accessing the assignment: The ˜You and Organization Structure’ activity is from the textbook, pp.134-135. Assignment questions: answer all six questions on p. 135. You don’t need to include an introduction and conclusion, or table of contents, just answer the questions as shown in the textbook. Note that more marks are awarded for 03 4-6 which require written discussion of your thinking in response to the questions. Tips for the assignment: For Q1: there is some helpful material about mission statements on p. 56f. For QZ: describe specific job duties which have to be done to achieve the mission of the organisation, such as customer service: taking money, making change, offering online services, handling complaints and refunds etc. Then tie the jobs required with the type of positions you create in the organisation chart. Be as specific as possible about the type of work to be done for each position in 02. Being very clear about the nature of the jobs to be done in 02 will help greatly in the kind of organisation charts you design in OS 3-6 Expected number of references: one (the textbook). i Discussion Questions l 1. What is the definition of organization structur? Does 7. What onditions usually have to be present before an i “ organization structure appear on the organi ation orga ization should adopt a matrix structure? a ˜ chart? Explain. 8.Th manager of a consumer products firm said, 5 2. When is a functional structure preferable to . divi- œ e use the brand manager position to train fu- sional structure? re executives. Why do you think the brand man- i 3. Large corporations tend to use hybrid structures. by? ager position is considered a good training ground? 4. What are the primary differences in tructure bet een Discuss. i a traditional, mechanistic organization esigned f r ef- 9. Why do companies using a horizontal structure have ficieney and a more contemporary, orga ic orga iza- cultures that emphasize openness, employee empower- v tion designed for learning? ment, and responsibility? What do you think a man- 5. What is the difference between atask fo 6 a d a ager’s job would be like in a horizontally organized team? Between liaison role and integrating role. W ich company? of these provides the greatest amount of hori o ta 10. Describe the virtual network structure. What are the coordination? advantages and disadvantages of using this structure 6. As a manager, how would you create an organiza ˜0 compared to performing all activities in-house within with a high degree of relational coordination? . an organization? You and Organization Srwcturet To better understand the importance of organization struc- Background ture in your life, do the following assignment. Organization is a way of gaining some power against an Select one of the following situations to organize: unreliable environment. The environment provides the organization with inputs, which include raw materials, A COPY and Pmœ Shep ˜ human resources, and financial resources. There is a ser- A travel agenCy . . . vice or product to produce that involves technology. The A Sports rental (SUCh as Jet 5˜05 or snomeblles) m a output goes to clients, a group that must be nurtured. The Raff}: area complexities of the environment and the technology deter- i a 0/ izwyh mine the complexity of the organization.


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women in business

Assessment Task Assessment 1: Case Study (3,500 words ± 10%) You will be given three written case studies which are based on real life interviews with women in business. You are required to provide a critical analysis of one or more of these life stories drawing on theories and concepts from the module. The first assessment is weighted at 70% of the module mark. You should aim to demonstrate understanding of learning outcomes 1-4. Marking Criteria: The assignment will be marked according to the following criteria: ¢ Evidence of understanding of relevant theoretical models and ability to apply them correctly (40%) ¢ Evidence of critical analysis and thinking (40%) ¢ Originality (10%) ¢ Overall presentation, including the logic of the argument, clarity of writing, correct referencing and absence of typographical and grammatical errors (10%) Assessment Checklist Introduction o Is the opening paragraph clearly written? o Does it state the purpose of the paper or issue addressed? o Does it give an outline of the structure of the paper and what will be covered? o You may like to include an interesting piece of information to set the scene for what follows. Main body o Does the first section of the main body give definitions of all concepts, ideas, theories etc. central to the assessment question? o Are each of the main areas, topics, arguments etc. covered in a separate paragraph? o Does the essay content progress from one area to the next, in a clear, coherent and linear manner? o Have you really answered all the question(s) o Are all the issues / definitions clearly explained? Conclusion o Does the conclusion clearly and briefly summarise the main points/ arguments of the assessment? o Does the conclusion briefly weigh up / discuss the merits of these arguments? o Where the assessment question requires an answer, does the conclusion include one? o Does the conclusion make the mistake of introducing a new topic, fact or argument? General Presentation o Does the essay begin with the question, clearly distinguishable from the main body of the text? o Are there any spelling mistakes? o Are there any grammatical errors? o Are there any slang or colloquial words, repeated words or typographical errors? Format: o Does the essay clearly state the essay question at the beginning of the document? o Is the line spacing set to 1.5 or 2.0 for main body text? o Are quotes of 2 sentences or more formatted as an indented paragraph, with a line spacing of 1.0? o Are paragraphs uniform in their format? o Have you used a presentable font, preferably Times New Roman or Arial? o Is the margin width approximately 2.5 cm? o Is the text left justified? o Does the word count of the essay fall within 10% either way of the assigned length (for eg. an essay of a maximum length of 2000 should be no shorter than 1800 and no longer than 2200). o Have you used a spell check? o Have you proof read the finished version? o Have you created a back-up copy? o Have you saved the assessment with a unique name that will ensure you upload the correct version when you submit your assessment? References o Are all quotes, ideas, theories etc. attributed with a citation? o Do all citations include a page number where relevant? eg. Smith (1998, p.45). o Is every citation within the text included as a full reference in the list at the end? o Are all the references ordered alphabetically? o Does the reference list reflect a range of academic sources, including journal articles, websites, books and textbooks? Recommended Reading The following books are recommended as core texts for the module: Bradley, H. (2007) Gender, Cambridge, UK: Polity Press. Ibarra, H. (2003) Working Identity, Boston, MA: Harvard Business School Press. Rutherford, S. (2011) Women’s Work Men’s Cultures, New York: Palgrave Macmillan. Additional Resources The following articles, reports and books can be used for further reading. You are not expected to read all of the articles! Abrar, A. (2011) Gender and Entrepreneurial Learning: A Case of Female Entrepreneurs in Creative Industry, Essex: Essex Business School. Ahl, H. (2006) Why Research on Women Entrepreneurs Needs New Directions, Entrepreneurship, Theory and Practice, September 2006, pp595-621. Aldrich, H. (1989) Networking Among Women Entrepreneurs In Winn, J. (2004) Entrepreneurship: not an easy path to top management for women, Women in Management Review, Vol. 19, No. 3, pp 143-153. Arad Consulting, Women Starting Business: Executive Summary, [online] Available from: www.chwaraeteg.com, (Accessed: 8 July 2012). Baker, T., Aldrich, H.E. and Liou, N. (1997) Invisible Entrepreneurs: The Neglect of Women Business Owners by Mass Media and Scholarly Journals in the United States. Entrepreneurship and Regional Development, Vol. 9, No. 3, pp 221-238. Barnett, F., and Barnett, S. (1988). Working Together: Entrepreneurial Couples, Berkeley, California: Ten Speed Press. Bradshaw, P. (1996) Women as Constituent Directors: Re-reading Current Texts Using a Feminist-postmodernist Approach. In Boje, D.M. et al., (eds). Postmodern Management and Organisational Theory, Thousand Oaks, CA: Sage, 95-124. Brush, C. (2006) Women Entrepreneurs: A Research Overview, In M. Casson, B. Yeung, A. Basu, and N. Wadeson, The Oxford Handbook of Entrepreneurship (ed), Oxford: Oxford University Press, Ch. 23. Butler, J. (1990) Gender Trouble: Feminism and the Subversion of Identity, London, New York: Routledge. Butler, J. (1993) Bodies that Matter: On the Discursive Limits of Sex, New York: Routledge. Carter, S. Anderson, S, and Shaw, E. (2001). Women’s Business Ownership: A Review of the Academic, Popular and Internet Literature, London: Small Business Service Research Report RR002/01. Carter,S. and Shaw, E. (2006) Women’s Business Ownership: Recent Research and Policy Developments, London: Small Business Service Research Report. Coyle, H.E. and Flannery, D.D.(2005) Gendered Contexts of Learning: Female Entrepreneurs in Male-Dominated Industries within the United States, [online] Available from: (Accessed: 10 July 2012). Cuncliffe, A.L. (2004), ˜On Becoming a Reflexive Practitioner’, Journal of Management Education Vol 28, No 4, pp 407-426. De Beauvoir, S. (1973) The Second Sex, New York: Vintage. Department of Business Innovation and Skills (BIS) (2011) BIS Small Business Survey 2010 Women-led Businesses Boost, Sheffield: Enterprise and Economic Development Analysis, BIS. Eagly, A. and Karau, S. (2002) Role Congruity Theory of Prejudice Toward Female Leaders, Psychological Review, Vol. 109, No. 3, pp 573-598. Ekinsmyth, C. (2012) What’s in a name? The Mumpreneur Debate and Contemporary Feminism, ISBE Enterprising Matters eMagazine (Gender “ winter 2012) [online], Available from: (Accessed: 12 April 2012). Fenwick, T. (2003) Women Entrepreneurs: A Critical Review of the Literature, Canada: University of Alberta Department of Educational Policy Studies. Hamilton, E. (2006) Whose Story is it Anyway? Narrative Accounts of the Role of Women in Founding and Establishing Family Businesses, International Small Business Journal, Vol. 24, No. 3, pp 253-271. Hamilton, E. and Smith, R. (2003) The Entrepreneuse: A Silent Entrepreneurial Narrative, in 2003 Proceedings of the Small Business and Entrepreneurship Development Conference, University of Surrey, April 2003, pp. 183-92. Shipley: European Research Press. Holmes, M. (2007) What is Gender? London, Sage. Hytti, U. (2010) Contextualizing entrepreneurship in the Boundaryless Career, Gender in Management: An International Journal, Vol. 25 No. 1, pp. 64-81. James, A. (1998) Mary, Mary Quite Contrary, How Do Women Leaders Grow? Women in Management Review, Vol. 13, No. 2, pp 67-71. Ibarra, H. (1999) Provisional Selves: Experimenting with Image and Identity in Professional Adaptation, Administrative Science Quarterly, Vol. 44, pp 764-791 Kirkwood, J. (2007) Igniting the Entrepreneurial Spirit: Is the Role Parents Play Gendered? International Journal of Entrepreneurial Behaviour and Research, Vol 13, No. 1, pp 39-49. Mallon, M. and Cohen, L. (2001) Time for a Change? Women’s Accounts of the Move from Organisat
ional Careers to Self Employment, British Academy of Management, Vol. 12, pp 217-230. Marlow, S. (1996) Feminism, Gender and Entrepreneurship, In K. Mole, and M. Ram, (eds), Perspectives in Entrepreneurship, Basingstoke, Hampshire: Palgrave, pp 59-74. Marlow, S. (2002). Self-employed Women: A Part Of or Apart From Feminist Theory? International Journal of Entrepreneurship and Innovation, Vol. 2, Vol 2, pp 83-91. Martin, J. (2003) Feminist Theory and Critical Theory: Unexplored Synergies, In M. Alvesson, and H. Willmot, eds, Studying Management Critically, 66-91, London: Sage. Millett, K. (1971) Sexual Politics, London: Sphere. Mitchell, J. (1971) Women’s Estate, Harmondsworth: Penguin. Mulholland, K. (1996) Gender, Power and Property Relations Within Entrepreneurial Wealthy Families, Gender, Work and Organisation, Vol. 3, No. 2, pp 78-102. Oakley, A. (1972) Sex, Gender and Society, London: Temple Smith. Oakley, A. (1981) Subject Woman, Harmondsworth: Penguin. Ogbor, J.O. (2000) Mythicizing and Reification in Entrepreneurial Discourse: Ideology-Critique of Entrepreneurial Studies, Journal of Management Science, Vol. 37, No. 5, pp 606-635. Patterson, N. (2007) Women Entrepreneurs: Jumping the Corporate Ship or Gaining New Wings? ISBE Conference Paper, 7-9 November 2007, Glasgow. Phillips, S.D. and Imhoff, A.R. (1997) Women and Career Development: A Decade of Research, Annual Review of Psychology, Vol 48, pp 31-59. Rubin, G. (1975) The Traffic in Women: The Poligical Economy of Sex, in R. Reiter (ed.) Towards an Anthropology of Women, New York: Monthly Review Press. HRS310: Women in Business Sinclair, A. (2005) Doing Leadership Differently: Gender, Power and Sexuality in aChanging Business Culture. Melbourne: Melbourne University Press. Smith, R. (2009) The Diva Storyline: An alternative Social Construction of Female Entrepreneurship, International Journal of Gender and Entrepreneurship, Vol. 1, No. 2, pp 148-163. Trepanier-Street, M.L., Romatowski, J.A. and McNair, S. (1990) Children’s Written Responses to Stereotypical and Nonstereotypical Story Starters, Journal of. Research in Childhood. Education, Vol. 5, pp 60“72. Weisner,T.S. and Wilson-Mitchell, J.E. (1990) Nonconventional Family Life-styles and Sex Typing in Six Year-olds, Child Development, Vol. 61, pp 1915“33. Winn, J. (2004) Entrepreneurship: not an easy path to top Management for Women, Women In Management Review, Vol. 19 , No. 3, pp143-153.


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Management leadership and governance

Project description Essay Topic. Discuss the impact that leadership can have on the effective governance of organisations. Your essay topic should be informed by the extant literature on leadership and governance, especially literature which points to the need for organisations to develop forms of leadership and governance that operate effectively across shifting boundaries of the new economy. You are also required to examine literature highlighting the need for organisations to create ethical corporate culture (Caldwell et al 2008; Schwartz 2013) since ethical leadership influences group in-role performance (Walumbwa et al 2012). Finally, you will review the existing leadership research which proposes relationships between organisational leadership, leadership development, followership, organisational governance and organisational performance (Carcello 2009). description: Support your argument by saying good leadership is important and leads to good governance and why? Look at example for the effect of leadership on governance (good and bad) . Then look at leadership in todays economy ¦relationship of leadership to followership or leadership to organisation performance. followership can affect organisational outcomes can find, critically assess and use multiple sources of information to explore the topic can correctly reference the work of other authors¦.Heading and subheading are ok or not as you like wont affect the mark. good sentence to discuss: every manager need to be a leader but not every leader have to be manager.. (25 references. Preferably most of them academic journal articles) essay format but without Caldwell, C, Hayes, LA, Karri, R & Bernal, P 2008, ˜Ethical stewardship: implications for leadership and trust’, Journal of Business Ethics, vol. 78, pp. 153-164 (online EBSCOHOST). Carcello, JV 2009, ˜Governance and the common good’, Journal of Business Ethics, vol. 89, pp. 11“18 (online EBSCOHOST). Schwartz, MS, 2013, ˜Developing and sustaining an ethical corporate culture: the core elements’, Business Horizons, vol.56, pp. 39“50 (online ScienceDirect). Walumbwa, FO, Morrison, EW & Christensen, AL 2012, ˜Ethical leadership and group in-role performance: the mediating roles of group conscientiousness and group voice’, Leadership Quarterly, vol. 20, pp. 953“964 (online ScienceDirect). Your essay must demonstrate that you: understand what is meant by ˜leadership’ and ˜governance’ can distinguish between the roles of leaders and the roles of executives or managers can apply the concepts by explaining how leaders can affect governance outcomes in organisations can apply the concepts by explaining how leadership development and effective ????


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Megginson, David & Whitaker, Vivien (2007) Continuing Professional Development (2nd Edition) London, CIPD

Individual learning log The log is a personal and analytical record of skill development gained through experiential learning. It is designed to encourage reflection on experience, and to enhance self-awareness. The objective of the log is to enable students to focus on the development of their personal and professional skills and to develop these alongside the more theoretical focus of the rest of the programme. There should be evidence of personal reflection on any activity undertaken and evidence that you will do something differently as a result of reflecting on that experience. Within the log, students are required to write an introduction, accounts of three skills development activities, and a concluding account of their own learning journey since embarking upon their Masters programme with a CPD plan. The activity elements of the log must be based on each of the following:- Activity 1 “ Your experience of your group presentation, either the group work or the presentation itself Activity 2 “ An activity undertaken on the module either as an exercise in class or on one of the skills development workshops Activity 3 “ One other activity which can be either a) an activity you have undertaken in part-time or voluntary work or extra-curricular activities b) on another module which illustrates a skill from the PPD syllabus (excluding presentations or group work as these have already been covered in activity 1) or c) another activity undertaken on the module. Please note “ if using an activity from outwith the module, this must be something which has happened while you have been on this programme, that is, in the last year. You should not focus on activities you have undertaken before starting your programme. It is recognised that different students will use different activities depending on their overall learning experience on their programme and their future career aspirations. The activities should be developmental, not just the familiar things you normally do. You should try to address areas where you feel there is room for improvement, rather than focussing on existing strengths. In determining what activities you might chose, it may be useful to reflect on past feedback from, for example, previous study, appraisal discussions, colleagues and friends etc. or look forward to skills required in your chosen sector/ profession. The focus should be on actual activities where you have been involved, rather than more passive learning such as attending an event or observing someone else and should have happened during your time on the programme rather than something previously undertaken. Please bear in mind that: ¢ Your planned activities are flexible: if your circumstances change you may have to reconsider which activities to include in your log. For this reason it is a good idea to have another possible activity which you could substitute if necessary. ¢ It is preferable to have some clear milestones at the outset rather than leaving all the writing to the end of the module. You could have most of this completed well in advance of the submission date. ¢ Try to write up your review and analysis of each activity promptly “ it will be easier to do this while everything is fresh in your mind. ¢ Guidance on writing the log is given below. ¢ You can discuss any issues regarding the log with the PPD module tutors. Timescales The log should cover learning activities undertaken since beginning the module. You should not focus on activities you have undertaken before starting your programme. Sample & discussion You will be expected to write a sample (draft) log entry and bring this to class in Trimester 2 in order to discuss it with peers and tutors. This will allow your classmates to ask you questions and comment on the draft, thus allowing sharing of ideas and hopefully deepening your reflection on your learning . The final log will be submitted during the assessment period of Trimester 2. Writing up the Learning Log The Learning Log should include a brief introduction, accounts of three ˜activities’, a reflective account of your learning journey and a plan for your future continuous professional development (CPD). Whilst the accounts in the log should explain the activities and your involvement in these, the emphasis should be on discussion and analysis of the learning and skills development arising out of the experiences. Unlike other assignments and reports, it is normally written in the first person, i.e. œI did this ¦I found that ¦¦. Students are still expected to make reference to theory in the log; for example, you may choose to discuss learning styles, your Belbin team role etc and if you do, these terms should be referenced. It is important to be detailed and analytical in your comments especially in the analysis of learning. Try to write up your review and analysis of each activity promptly “ it will be easier to do this while everything is fresh in your mind. You will complete a sample log for one activity and bring this to class to discuss with your peers in class in Trimester 2 to confirm that you are ˜on the right lines’ and to enhance your reflection. As you will be discussing this log entry, do not choose a learning event which has been so personally sensitive that you will not want to share it with others. Please note that the final log may contain some sensitive and personal information; be assured that it is assessed by the PPD tutors who will treat the information confidentially. You should use the following structure for the log: ¢ Introduction ¢ Activity One ¢ Activity Two ¢ Activity Three ¢ Account of learning journey ¢ CPD plan (in appendix and not part of wordcount) The following pages give advice on the content and layout of each of these sections of the Learning Log. Introduction Give an introduction “ try to put your learning in context, both personally and professionally. You may want to cover some of the following:- ¢ your perceptions and feelings at the start of the module ¢ your learning journey and/or professional life to date (though keep description brief) ¢ Your career aspirations and the main skills you feel need developed to achieve these ¢ Your awareness of development needs before you undertook the module based on previous feedback ¢ Any literature on importance of PPD generally or your career path specifically The following is suggested as a format for each of the log activity elements: Activities Objectives This should clearly state your overall aim for the activity e.g. œTo develop my skill in managing conflict. You should then present more detailed skill development objectives, highlighting particular skills, behaviours, knowledge etc that you wished to develop during the activity. Background This should ˜set the scene’ and give a concise background to the activity. What was it, what led up to it, why was it happening? Your own background should also be mentioned: what previous experience have you had in this or similar activities? Process A brief summary of the event. Try to set out what actually happened “ a factual account of the events as you saw them. Try to limit this to a single paragraph. The emphasis should be on the next section. Analysis of Learning This should be an account of your reflection on the activity and the learning points in terms of skills required. Refer to your learning objectives and try to have a detailed discussion of the skills, rather than just an overview. You should try to be honest, personal and critical in your comments on skills. You are not expected to completely develop complex skills having undertaking an activity once; the Learning Log is less concerned with the outcome of an activity and more with the learning process which you went through at the time and your subsequent reflection upon it. As such, the log is not about performance measurement “ you will achieve a higher mark by reflecting on the learning from failure than by describing your success in an activity. Future Development Think about the learning points from the previous section and summarise here what aspects you st
ill need to develop. Identify any future opportunities there might be to develop the skills involved. This should not be a ˜wish list’ “be realistic. What will you need to do to ensure that the opportunity arises to further develop your skills? What is the timescale involved? Reflective account of the learning journey After you have written up the three activities in the log, you should also have a section which is a reflective account of your own learning on this module specifically and your Masters programme in general. Reflection is a key learning skill and without it we lose the value of potentially significant learning experiences; this section of your learning log should allow you to consider past experiences or activities at work and in education, to make connections between them, to reflect upon them and to hopefully maximise your learning from those experiences. This reflection should include the skills development activities undertaken for the learning log. Looking back over the three areas in the log, are you able to identify any common themes running through them, in terms of your strengths, weaknesses, or preferences? What have you learned about your own learning style, and your style of working? How satisfied are you that you have taken maximum advantage of opportunities available? To what extent have you moved towards achieving your development goals? What particular areas of personal and professional development can you highlight? How have these learning experiences complemented each other? What elements if your learning have you most/ least enjoyed and why? What patterns have emerged in your learning processes? How will you approach CPD in the future? Where will your learning journey take you next? Remember that œwhy? is the most useful single word to prompt learning (Gibbons 2003). CPD Plan You should prepare and include in your learning log, a personal CPD plan for the forthcoming 12 months. A proforma (used by the CIPD) is included in the appendices of this document. The aim of the CPD is to encourage you to continue your professional development beyond completion of your Masters programme. Appendices It is not necessary to have appendices, apart from the CPD plan: it is more important that you can explain and discuss the skills in the log. However if you wish, you may include some material as an appendix, e.g. copy of self-evaluation questionnaire results if used as evidence in activity logs. Length The log should be 3000 words in total. As a rough guide the introduction should be about 300 words and each subsequent log entry should be about 750 words and your learning journey about 500 words. The CPD plan does not count in the word count but should be included as an appendix to the main document. Remember that one of the key skills you will be attempting to develop is being able to write concisely while achieving insightful reflection. THE SAMPLE You are required to complete a sample of one log entry and bring it to class as the basis for small group discussions aimed at clarifying your thinking and writing, and enhancing your reflection on learning. This discussion will take place in Trimester 2. Please ensure that you use the guidance notes and that you follow the format outlined. These headings will structure your reflection and should make the reflective writing process significantly easier than if you attempt to write up your thoughts in an unstructured way. The sample and small group discussion allows you to develop your reflective writing skills in a safe environment and ensures that you begin the reflective thinking process in adequate time to complete the full log. Many students try to put off reflective writing because they find it difficult or they don’t like to see their self-analysis in stark black and white! The writing itself helps with the reflective process; it helps to clarify your thinking, to identify gaps, to highlight imbalance in your analysis etc. Once you have committed your thoughts to paper it also allows other people (classmates, tutors, colleagues, mentors) to read your analysis and ask pertinent questions which will hopefully prompt deeper analysis on your part and therefore place you in a better position to identify development needs and appropriate actions to overcome these needs. Rationale for the sample and discussion Many students struggle a little with the concept and the reality of the learning log. The writing style is very different to the rest of your academic assessments in that you are expected to write in the first person (œI, œmy etc). For some students this is confusing and they feel as though it is not sufficiently academically rigorous. This is not the case; the learning log requires the same level of critical thinking as any other academic exercise, the only difference is that the focus of your critical thinking is yourself rather than a theory, model of best practice or an organisational situation. The key word throughout the reflective thinking and writing process is œwhy; e.g. why did I behave that way/ feel that way/ think in that way? The œwhy word ensures that you analyse rather than merely describe your learning activities. Remember to consider the following; ¢ Specific learning objectives for each activity; being specific at this point helps you to analyse your behaviour and your own development and to assess where development needs remain after the activity is complete. ¢ Focus on skills; you will discuss activities, processes and outcomes in t your log but you should ensure that your focus is on your behaviour and the development of skills. Also consider their transferability across activities where appropriate. ¢ The reasons behind your thoughts/ feelings/ behaviours/ use of skills etc; try to dig deep and consider why you performed in a certain way to achieve a deeper level of reflection. For example a past students said that she was a ˜control freak’ because she wouldn’t delegate tasks to her team when leading an activity. This needs further analysis; it turned out that there were several reasons for her failure to delegate. She enjoyed the task and wanted to be hands-on; she also wanted the credit for having done the task; she believed that her team would not be able to undertake the tasks to the standard she could achieve “ in some cases this was true and highlighted a development issue amongst others but the student admitted that other members of her team were actually capable of taking the tasks on board, and she felt threatened by their superior knowledge and experience. Without a deeper level of analysis the way forward is unclear. ¢ Future development; this should refer, as the title implies, to any development which is planned but yet to be undertaken. It should be an action plan rather than a wish list and should be written in specific terms. You should take control of your development; what will you do to ensure your further development of the skills mentioned throughout this particular learning log entry? Sources Anderson, L E & Bolt, S B (2013) Professionalism: skills for workplace success. Upper Saddle River, New Jersey: Pearson. Browaeys M.-J. & Price R. (2011), Understanding Cross-cultural Management (2nd edition), London: Prentice Hall/ Financial Times. Caproni, P (2012) Management Skills for Everyday Life. (3rd International Ed.) Upper Saddle River, New Jersey: Pearson. French R. (2010) Cross-cultural Management in Work Organisations (2nd edition), London: Chartered Institute of Personnel and Development. Routledge, Chris & Carmichael, Jan (2007) Personal Development and Management Skills. London, CIPD Whetton, D & Cameron, K (2011) Developing Management Skills (8th ed). Prentice Hall Supplementary Reading Cameron, Sheila (2009) The Business Student’s Handbook: Skills for Study and Employment. FT Prentice Hall. Cottrell, S (2010) Study Skills for Success. The Personal Development Planning Handbook. (2nd ed). Basingstoke, Palgrave Macmillan Daft, R L & Marcic (2014) Building Management Skills: an action-first approach. (International Edition). South-Western: Cengage Learning Griffin,
R W & Van Fleet, D D (2014) Management Skills; assessment and development. South-Western, Cengage Learning Guirdham M.(2009) Culture and Business in Asia, London: Palgrave Macmillan. Iles P.A. & Zhang C. (2013) International Human Resource Management: A Comparative and Cross-cultural Approach, London: CIPD. Jackson T. (2013) International HRM: A Cross-cultural Approach (2nd edition), London: Sage. Megginson, David & Whitaker, Vivien (2007) Continuing Professional Development (2nd Edition) London, CIPD Parker, C & Stone B (2003) Developing Management Skills for Leadership. Essex. FT Prentice Hall/Pearson Education Ltd. Pedler, M; Burgoyne, J & Boydell, T (2006) A manager’s guide to self development (5th ed.). McGraw Hill Robbins, S P & Hunsaker, P L (2012) Training in Interpersonal Skills (sixth ed.) Upper Saddle River, New Jersey. Pearson Watson, G & Reissner, SC (eds) (2010) Developing Skills for Business Leadership. London, CIPD Wood, Julia T (2012) Communication in our lives (International edition, Wadsworth: Cengage-Learning Caproni, P (2012) Management Skills for Everyday Life. (3rd International Ed.) Upper Saddle River, New Jersey, Pearson.


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