P. 1
92892761 Armstrong s Handbook of Management and Leadership

92892761 Armstrong s Handbook of Management and Leadership

|Views: 277|Likes:
Published by Andrews Dwomoh

More info:

Published by: Andrews Dwomoh on Nov 17, 2012
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

09/17/2013

pdf

text

original

Self-management strategies should be based on self-assessment, which means assessing your

own performance and identifying how you can improve. To assess your own performance you

need to:

1. Ensure that you are clear about what your job entails in terms of the main tasks or key

result areas. If in doubt, ask your manager for clarification.

2. Find out what you are expected to achieve for each of the key result areas. Expectations

should be definable as objectives in the form of quantified targets or standards of per-

formance (qualitative statements of what constitutes effective performance). Ideally they

should have been discussed and agreed as part of the performance appraisal/management

process, but if this has not happened, ask your manager to spell out what they expect you

to achieve.

3. Refer to the organization’s competency framework. Discuss with your manager how they

interpret this as far as you are concerned.

4. At fairly regular intervals, say once a month, review your progress by reference to the

objectives, standards and competency headings. Take note of your achievements and, if

they exist, your failures. Ask yourself why you were successful or unsuccessful and what

you can do to build on success or overcome failure. You may identify actions you can take

or specific changes in behaviour you can try to achieve. Or you may identify a need for

further coaching, training or experience.

5. At the end of the review period and prior to the appraisal discussion with your manager,

look back at each of your interim reviews and the actions you decided to take. Consider

what more needs to be done in any specific area or generally. You will then be in a position

to answer the following questions that might be posed by your manager before or during

the appraisal discussion:

– How do you feel you have done?

Self-development 127

– What are you best at doing?

– Are there any parts of your job that you find difficult?

– Are there any aspects of your work in which you would benefit from better guidance or

further training?

Self-management strategies can be derived from this assessment, which should identify spe-

cific areas for development or improvement. The strategies can be based on the following 10

steps, which you can take to develop yourself:

1. Create a development log – record your plans and action.

2. State your objectives – the career path you want to follow and the skills you will need to

proceed along that path.

3. Develop a personal profile – what sort of person you are, your likes and dislikes about

work, your aspirations.

4. List your strengths and weaknesses – what you are good and not so good at doing.

5. List your achievements – what you have done well so far and why you believe these were

worthwhile achievements.

6. List significant learning experiences – recall events where you have learnt something

worthwhile (this can help you to understand your learning style).

7. Ask other people about your strengths and weaknesses and what you should do to develop

yourself.

8. Focus on the present – what is happening to you now: your job, your current skills, your

short-term development needs.

9. Focus on the future – where you want to be in the longer term and how you are going to

get there (including a list of the skills and abilities you need to develop).

10. Plan your self-development strategy – how you are going to achieve your ambitions.

References

Drucker, P (1955) The Practice of Management, Heinemann, London

Drucker, P (1967) The Effective Executive, Heinemann, London

Pedler, M, Burgoyne J and Boydell, T (1986) A Manager’s Guide to Self Development, McGraw-Hill,

Maidenhead

Revans, R W (1989) Action Learning, Blond and Briggs, London

This page is intentionally left blank

128

Part III

Organizations

129

This page is intentionally left blank

130

12

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->