...MKTG304 Marketing Project Session 2, 2014 Reflective Journal Outline Department of Marketing and Management MACQUARIE UNIVERSITY FACULTY OF BUSINESS AND ECONOMICS REFLECTIVE JOURNAL OUTLINE Overview As part of evaluating the participative process, an individual reflective journal is required to be maintained throughout the course, due for submission after the group presentation and final group report has been submitted. There are two parts to this assignment. The first Part A consists of a pre-activity self-rating of graduate capabilities. The ratings are intended to be your perception of your own capabilities. This perception should draw on your prior experiences, including your university or other studies, paid employment or volunteer work, and from sport, hobbies and other interests. The self-assessment will not be graded, nor will it be shared with others in your class. Part A serves the purpose of allowing the student to focus on graduate capabilities and reflective points to be considered while collecting material and writing up the final reflective journal. Part A is due in your tutorial class in Week 4, Thursday 28th August. Part B, consists of the self assessment post activity audit of graduate capabilities and a 2,000 word reflective journal report. The self assessment post activity audit will not be marked, but will act as support for your findings in the final report. The final report provides your analysis and reflections about the process of...
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...MKTG304 Marketing Project Session 2, 2014 Reflective Journal Outline Department of Marketing and Management MACQUARIE UNIVERSITY FACULTY OF BUSINESS AND ECONOMICS REFLECTIVE JOURNAL OUTLINE Overview As part of evaluating the participative process, an individual reflective journal is required to be maintained throughout the course, due for submission after the group presentation and final group report has been submitted. There are two parts to this assignment. The first Part A consists of a pre-activity self-rating of graduate capabilities. The ratings are intended to be your perception of your own capabilities. This perception should draw on your prior experiences, including your university or other studies, paid employment or volunteer work, and from sport, hobbies and other interests. The self-assessment will not be graded, nor will it be shared with others in your class. Part A serves the purpose of allowing the student to focus on graduate capabilities and reflective points to be considered while collecting material and writing up the final reflective journal. Part A is due in your tutorial class in Week 4, Thursday 28th August. Part B, consists of the self assessment post activity audit of graduate capabilities and a 2,000 word reflective journal report. The self assessment post activity audit will not be marked, but will act as support for your findings in the final report. The final report provides your analysis and reflections about the process of...
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...MN1H05C Creative and Reflective Business Practice Individual Assignment Dipannita Haque 11061020 6/01/2012 The Purpose of this reflective commentary is to provide opportunity to gain further insight into my personal and academic development through reflecting on my experiences within the first semester of this module. I have observed myself in a number of learning situation, my first week I was set a group presentation with 4 members in a team (Hanneen, Martin, CJ) allocated by my tutor to form a product to present to the board of directors of Tate modern art gallery. On reflection I was able to identify that being placed in a group than choosing it myself was a formation of professionalism in the real world as in a workforce people are often put into groups with ought having a choice, the development of trust and communication which what lead to a the creation of my team, mentality, collaborative learning has helped me to break down problems and Identify that there are similarities that relate with Tuckmans theory however i do not agree with all its stages in order for the team to work effectively, as it does not take into account individual participation that was undertaken. I took the responsibility of being the leader of the group, belbien theory I arranged meetings at least once a week so that everyone was up to date and organised, this is where my time management execersice was very helpful, and I also achieved my third target which i stated in my Performa “ Plan...
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...this section of the literature review, we will discuss policies in the nursing profession, case studies and various approaches to work based acute skills learning programmes. For our purposes we conducted a literature search using popular medical databases and terms such as ‘acute skills’ ‘learning programmes’ and ‘critical care learning’. Our review highlights on the several important approaches to work based learning ranging from reflective practice to experiential learning and work based formal practical training to enhance professional skills. A learning programme for acute ward nurses responsible for caring of critically ill patients has been the central focus of nursing practice development. According to Coad et al (2002), a work-based learning approach has been found to empower ward staff with the necessary skills of nursing and the authors studied the efficacy of a five-day competency based high dependency skills course in enhancing professionalism and quality of care in nursing. The aims of comprehensive critical care are developing leadership potential and enhancing networking opportunities for nurses within critical care and acute ward areas. Critical care is the most challenging aspect of nursing care and acute skills in nursing are enhanced not just by work-based learning programs but also from first hand nursing and emergency experiences. Titchen (2003) describes emergency care in which one professional learns from another as ‘critical companionship’ that serve...
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...CORE FOCUS LEADERSHIP DEVELOPMENT PROGRAMME What makes a leader? Managing self, influencing others Behaving as a leader Negotiation and influence Leading change WHO SHOULD ATTEND? High-impact leaders and senior managers who need to successfully develop their leadership abilities to manage teams and drive performance while moving into a broader, more strategic role in their organisations. MASTER YOURSELF, INSPIRE PERFORMANCE DURATION 5 days DATES 23 – 27 Mar 2015 25 – 29 May 2015 27 – 31 Jul 2015 28 Sep – 02 Oct 2015 30 Nov – 04 Dec 2015 29 Feb – 04 Mar 2016 FEES Excl. GST S$7,990 Incl. GST S$8,549.30 GST applies to individuals and Singapore registered companies. Savings available for NUS alumni, early payments and team enrolments. Visit website for details. The Leadership Development Programme is an immersive programme designed to help leaders and senior managers advance their leadership skills and build their capacity to lead successful change in their organisations. Over five days, participants will be exposed to a variety of robust leadership frameworks, interactive case discussions and exercises that will enable them to understand the mindset of high performance leaders, and to tap into their own strengths to influence and lead with impact. They will explore different facets of leadership, such as inspiring and motivating teams, building commitment and managing resistance to change. Before the start of the programme, participants will be required to complete a comprehensive...
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...Team Assignment 1 Building the Team Charter Team 6 Team Assignment 1 – Creating the Written Team Charter You are now joining up with your community development project team. Remember the perceptual process and that first impressions matter – really matter. In this assignment, you will discover the competing values profile for your team. You will consider how you can work together effectively to enact all 8 practices of the fundamental state of leadership – as individuals and as a team – always focused on working with ever-increasing integrity. Assignment Instructions Team Assignment 1 consists of 6 parts. As a team, complete all 6 parts. Each team will submit one electronic copy of the assignment for assessment via CLEW. The Team Charter: A Tool for Building Effective, Performance-Driven Teams Many, or most of us, have been part of successful teams. We knew that we had achieved results that we could not have without the efforts, expertise and commitment of our team members and full commitment from ourselves. The experience was rewarding and satisfying – we were energized and motivated and felt proud of what we accomplished on our own and within the team. We felt that we were challenged and that we learned and grew – as leaders and followers. As well, many of us have been part of teams that failed and perhaps even part of winning teams that still failed “as a team”. When teams fail – even when they do accomplish their goal – be it winning the championship...
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...------------------------------------------------- ------------------------------------------------- OIE 500 – Analyzing and Designing Operations to Create Value ------------------------------------------------- Syllabus – Fall 2015 ------------------------------------------------- ------------------------------------------------- Prof. Walter Towner ------------------------------------------------- ------------------------------------------------- Phone: (508) 944-3862 cell ------------------------------------------------- fabman@wpi.edu ------------------------------------------------- Course web page: http://my.wpi.edu ------------------------------------------------- Overview and Objectives Many management gurus and leaders posit that an organization’s business processes and operations are critical strategic capabilities, vital to organizational survival and success as global competitors. We will study processes and methods to create value from operations. Our Mission The Department of Management at WPI is committed to providing education,...
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...Managing and Leading Teams in Offender Services a Reflective Paper Introduction As part of the foundation degree in offender management a team project was participated in by the author of this paper titled Managing & Leading Teams in Offender Services aimed at giving a 20 minute presentation on the title as a team. There was a requirement then to produce a reflective paper on the part played by the author showing an understanding of managing teams, identifying key factors in team building, and discussing potential for conflict in a team and strategies to resolve them. How the author currently employs an approach to leadership in the work environment It is the author’s belief that at present he employs a rather rigid military style leadership model in his working environment, consisting of dictatorial decision making but showing some flexibility by allowing his team to take some responsibilities and decisions under close guidance from himself. This is in part due to a military background and a lack of any other real training in the past, on how to be a team leader and how to manage a team outside a military environment. Incompetence is not tolerated and all the team under the author’s supervision are expected to show they are able confident and reach the standard he requires, any short falls are dealt with swiftly. Outside agencies or departments are expected to comply with the goal of the author and anyone failing to meet that requirement is excluded from the team and...
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...No. 3 – Below are some terms commonly found in a management setting. Are they concepts or constructs? Give two different operational definitions for reach. A. First-line supervisor – concept Operational definition: A person who handles a group of front-line employees. The person that reports directly to the team manager. B. Employee morale – construct Operational definition: The positive outlook of the employees towards his working environment. Measurement of the employees satisfaction with regards to his work and workplace. C. Assembly line – concept Operational definition: D. Overdue account – concept E. Line management – concept F. Leadership – construct G. Union democracy – construct H. Ethical standards – construct No. 6 – You observe the following condition: “Our female sales representatives have lower customer defections than do our male representatives.” A. Propose the concepts and constructs you might use to study this phenomenon. B. How might any of these concepts and/or constructs be related to explanatory hypothesis? No. 7 – You are the office manager of a large firm. Your company prides itself on its high-quality customer service. Lately complaints have surfaced that an increased number of incoming calls are being misrouted or dropped. Yesterday, when passing by the main reception area you noticed the receptionist fiddling with his hearing aid. In the process, a call came in and would have gone unanswered if not...
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...London school of business and management Module: HRM 3008 –Organisational Change HRM1 2015-2016 January Cohort Group 5 Title-INDIVIDUAL REFLECTIVE PORTFOLIO Student name and Number -Anthony Arhin LON160108010 Lecturer: Samtai Rai Teacher: Simon Taylor Introduction According to many theorist’s, change is needed for an organisation to thrive. Most organisations operating today are successful because of change. This essay will examine the theories and concepts needed in for successful change. Reflective learning means improving performance by using the outcome of reflection to inform the future practice. Portfolio 1 Question 1) Does leadership have a role to play in change management? 2) Discuss the concept of servant leadership for initiating and implementing change in organisations. Leadership plays an essential part in the change management process. Therefore, leaders have got to pay attention to leveraging. Getting the right people to inspire, encourage, motivate as well as having the ability to understand peoples emotional mind state. The Leaders is the key figure in the organisation for defining the need to change from internal and external drivers Carnell, (2003) says the people leading change...
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...Reflective report Name Institution affiliation TABLE OF CONTENTS 1.0 Introduction 3 2.0 Presentation Product and Reasons for Choice 4 2.1 Stage 1 (forming) 5 2.2 Stage 2 (storming) 6 3.0 Weaknesses and Strengths of our Presentation 8 4.0 Individual impact 9 5.0 How to Overcome Teamwork Weaknesses in Future 10 6.0 Oral Presentation and Teamwork 10 7.0 Conclusion 11 1.0 Introduction Reflection is an essential and vital skill in business and marketing research. It relates to personal experiences encountered and is a good exercise that sharpens our skills in critical thinking. It refers to all the activities that provide an individual with the opportunity to self-examine, assess and question ones opinions, values, beliefs and make sense of their experiences. Boud et al (1985) highlighted that reflection spurs us to become conscious of our intellect which relates to our particular learning experiences. We as human beings are daily reflecting on our feelings and emotions about particular events in our lives as they happen. By reflecting, I will look back at the past events which happened in working as a team to develop and make a presentation about hand held hair dryers. This will show my learning experience throughout the whole process and my feelings and experiences. Learning through reflection is an effective...
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...Synthesizing Leadership, Training, and Learning from Experiences; Sustaining Strategies, Controlled Employees Emotions For the Organizational Success Suneela Ejaz suneelaejaz@gmail.com University of Central Punjab, Lahore ABSTRACT On the basis of quantitative study and by integrating the Leadership Role, Training of employees and Learning from experiences, a model have suggested a model that would lead an organization to construct strategies to sustain, control the emotions of employees to keep them motivated and more productive, here change-oriented leadership role at midle level managers or supervisors is tested because here resistance is found at its highest level. Continuous organizational success is our main focus here which is tested to be achieved by minimizing the negative emotions of employees and maximizing their positive emotions towards their innovation and creativity in job and high commitment for the organization. This study will help organizations to ensure continuous organizational success by adopting a proactive approach. After testing a sample of 250 supervisors, our findings shows that there is a significant and positive relation between change oriented leadership role and learning from experiences with organizational success. Here a significant value is shown by employees emotions mediating between the two variables. Where as insignificat relationship is shown between traing employees and organizational success. Key Words: Change oriented Leader...
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...MEMORANDUM TO: All Employees FROM: Wilfredo Reyes-Santiago DATE: March 24, 2015 SUBJECT: Project Team Leadership CC: Dr. Segarra-Roman In the ever changing market, the organization leadership has decided to add a new department to cover a need in a new market segment. The team will be led by Wilfredo Reyes. The new team will be composed by the following members: Marielly Figueroa, Juan Bermudez and Jose Aponte. This diverse team is composed of talented individuals. Their roles and responsibilities will be assigned based on their personality assessment. Personality type is determined by strength of preference on each of the four dimensions: Extraversion (E) or Introversion (I), Sensing (S) or Intuition (N), Thinking (T) or Feeling (F), and Judging (J) or Perceptive (P). Each personality type has characteristic processing dynamics and ways of envisioning the world. The new department will follow the organization vision, mission and core values. Alignment to these values will be key for the departments execution to be effective and efficient. Each team member has been approached, engaged in the process and are motivated by this new challenge. Upon the formation of the work group, the approach used will be the autocratic approach. Roles and responsibilities will be assigned. Establish clear objectives and measurables used to evaluate team performance. Autocratic style is dictating work methods, centralizing decision making, and limiting participation...
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...Ilm level 5 certificate in leadership and management Table of Content: 1. Introduction 2. My current Job role 3. Prevailing Styles of Leadership 3.1 Company structure 3.2 MD Leadership style and role 3.3 Senior management leadership role 3.4 Middle management leadership style 4. Analysing my own role in Tesab 5. Reflective statement 6. Bibliography In this report I will review the prevailing leadership styles in my organisation. I review the prevailing leadership styles in my organisation ,Tesab. I will assess the impact of these styles on the organisations values and performance. The company I am employed by is Tesab Eng. We are based in Omagh Co.Tyrone N Ireland we are a medium size engineering firm. The company was set-up almost 25 years ago. We have growth from a small to medium size company in this period of time. Our company ethos is to be trustworthy and reliability is core to our reputation. Although the company does not have an official mission statement, we do state on our website that our products are “Heavy Duty, Built to Last.” This is a strong statement, which goes to the very core of who we are and how we do things. Our company prides itself on being flexible, responsive, forward thinking and innovative. We manufacture................................ WE deliver.............................. We must........................................ My role at Tesab is: Spare Parts/ Service Manager (unofficial: purchasing parts...
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...not a knack for simplification but the ability to synthesize insights from different mind-sets into a comprehensible whole. Five Minds of a byjonathan Gosling and onathan Gosling and Henry Mintzberg Manage ^ ^ -^ T HE CHIEF EXECUTIVE of a major Canadian com- pany complained recently that he can't get his engineers to think like managers. It's a common complaint, but behind it lies an uncommonly important question: What does it mean to think like a manager? Sadly, little attention has been paid to that question in recent years. Most of us have become so enamored of "leadership" that "management" has been pushed into the background. Nobody aspires to being a good manager anymore; everybody wants to be a great leader. But the separation of management from leadership is dangerous. Just as management without leadership encourages an uninspired style, which deadens activities, leadership without management encourages a disconnected style, which promotes hubris. And we all know the destructive HARVARD BUSINESS REVIEW 54 power of hubris in organizations. So let's get back to plain old management. The problem, of course, is that plain old management is complicated and confusing. Be global, managers are told, and be local. Collaborate, and compete. Change, perpetually, and maintain order. Make the numbers while nurturing your people. How is anyone supposed to reconcile all this? The fact is, no one can. To be effective, managers need to face the juxtapositions in...
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