The benefits of successful time management (in addition to the successful task completion) include increased departmental efficiency, respect from staff by demonstrating successful leadership and managerial skills, reduced stress and absence from the workplace, these outcomes should in turn lead to improved morale throughout the workforce.
2. PERSONAL AND PROFESSIONAL SKILLS REQUIRED TO MANAGE EFFECTIVELY
ATTRIBUTES OF A MANAGER
To manage effectively, an individual requires many skills and various personal qualities to enable the successful completion of his, or her, objectives. The skills and qualities combine to shape the ‘management style’ of the individual and the style can directly affect the final outcome of the task completion. These attributes could be broken into four main headings as follows:
- Proficiency
- Technical Competence
- Social and Human skills
- Conceptual Ability
Within each of the above headings there are many sub groups which all combine to give the individual manager his unique style of management which can, or may not be, particularly effective.
SPECIFIC COMPETENCES
Communication: Managing well requires sound communication skills above all else. No manager can relay their planning and intentions without this basic skill. It is vital that communication, by whatever means, relays the information to the staff and that more importantly, the information is understood and deliverable. Two way communication is essential, everyone will have some part to play in the exchange of information and the communication process.
Planning: Sound planning ensures the objectives are met and met within the framework of the organizations structure. Effective planning at the outset will ensure there is a realistic chance of completion in line with the goals set.
Knowledge and Information gathering: Planning without the necessary information will very often prove unsuccessful. It is vital that the information is gathered and the plan drawn up based on this information. Accurate information is essential if the plan is to prove a success.
Problem solving/decision making: As with any plan there are nearly always options and ‘many ways to skin a cat’ This will involve decision making and problem solving which the manager can make more effectively if the correct information is in place and the correct people in the team consulted.
Time prioritizing: Good time management is vital, without it the manager will become less and less effective as his or her time will be spent less and less productively. The ‘art’ of successful time management is one which all successful managers must master.
Training and Development: The workforce can only be as good as they training they receive and the same applies to management. Personal development and training aimed at improving managerial technique should always be encouraged.
Review and Monitor: As with all managed tasks, the monitoring and review of the progress and outcome is essential if lessons are to be learned and improved techniques are to be developed. The process on review should encourage an exchange of information of all those personnel involved and sound two-way communication is essential.
Goal Setting: The planning and information gathering stage will provide sufficient knowledge for a manager to set some targets and goals. If this information is accurate and the manager skilled in making judgment, a realistic goal can be set with achievable outcomes in the time given.
Interpersonal Skills: The ability of the manager to relate to his staff is vital. It is this communication and personal skill which will persuade the staff member to perform for his manager, that feeling of inclusion and a belonging which the manager relays to his staff member. The successful manager needs to be caring, companionate, and where possible remain calm under a crisis. Listening skills are also essential as are negotiating skills. A good team player normally combines most of these interpersonal skills and uses them to good effect in everyday management.
3. PERSONAL SKILLS AUDIT AND PERSONAL DEVELOPMENT PLAN
TABLE 1:- PERSONAL SKILLS AUDIT
PERSONAL DEVELOPMENT PLAN
Having carried out an online ‘Skills Audit’ and identified my strong areas and the areas which need some development, I am in a position to identify training needs and areas which need improvement. See tables beneath for further details:
From this table it can be seen that to be truly successful in these areas, I may need to brush up on some skills and seek some advice on how to go about addressing just some of the following areas which have been highlighted as weak:
- Identify business and my own personal responsibilities and liabilities under equality legislation
- Review the diversity and needs of the business both with current and potential future customers
- Ensure systems are in place to monitor and review current progress
- Ensure technology is identified and utilized where necessary
- Communicate my vision and my reasons for change where applicable
From this table strengths include:
- Planning the workforce
- Adopting Health and Safety
- Risk Management
- Finance Control
- Improving Business performance
The outcome of this PDP highlights my strengths and weaknesses from which I have drafted the ‘Action Plan’ beneath with realistic targets and goals to address the weak areas. This PDP would then be repeated every three to six months to review and monitor progress.
ACTION PLAN - POST PERSONAL DEVELOPMENT PLAN OUTCOMES
Sources of information for my action plan as follows:
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Local Business Link (Norfolk) PE37 7HT web
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Acas ………. web
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Learndirect ….web
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Investors in people … web
- Internet in general.
Position Statement for xxxxxxxxxxxxxxx 28 November 2006
Employment History:
Currently, I am employed as a Mechanical and Electrical (M&E) Contracts Engineer/Site Manager for xxxxx M&E division based at xxxxxxxxxxxxxxxx and engaged on a xxxxxxxxxxxx project. This work is not work I was looking for in particular, but my CV was with several recruitment agencies and was ‘pulled’ on a trawl due to my Defence background and my knowledge of xxxxxxxx and general mechanical and electrical engineering background. Prior to working for xxxxxx I had a four month spell with xxxxxxxxxxxxxx who specialist in storage tank manufacturer and installation and are based near xxxxxxxx. My role with xxxxxxxe was as a Contracts Supervisor which was primarily ‘office based’ and involved a great deal of Risk Assessment and Method Statement drafting to adhere to regulations under the health and safety at work act and construction, design and management act. This work was repetitive and I found little challenge whilst at xxxxxxxx and was only to glad to leave when I had the offer of employment with xxxxxx. Prior to joining xxxxxxxx I had an eleven month spell with Fibrothetford, a biomass power station based near Thetford, Norfolk, who burn only chicken litter as a primary source of fuel for the boiler. This position was as a Plant Operative and very much ‘on the tools’ and involved with the maintenance and operation of the 40Mw turbine and association plant. This position was both challenging and enjoyable and despite the ‘unfriendly’ working environment (very smelly)! The work was rewarding with a clear output and job satisfaction at cease work daily. I would ideally liked to have stayed at Fibrothetford but the financial reward and long term propects where extremely limited.
These three jobs have all followed my 27 years service in the Royal Air Force as an Airframe Technician which I left in January 2005 as a Chief Technician. My service in the RAF was very fulfilling and offered me many travel opportunities and the chance to play sport at a competitive level. This sport was played at low cost due to a great deal of financial support which I could not have sustained had I not been in the armed forces. All in all, I have had a ‘mixed bag’ in employment terms and have enjoyed most, if not all, my working days to date.
Educational Background:
I was educated at state primary and secondary school level and achieved 6 CSE’s at grade 1 before leaving school and joining the RAF at age 18. During my 27 years in the RAF I have attended many training courses both technical and non-technical for career progression and personal development alike. In addition, I completed a BTEC Higher Cert in mechanical and production engineering and have undergone engineering training and City and Guilds Certs in the Power Generation Industry in relation to my employment with the biomass power station in Thetford. I am currently enrolled on the Certificate in Management Studies course at the xxxxxxx which I am enjoying a great deal.
Personal Life:
xxxxxxxxxxxxxxxxxxxxxx.
Where Now?
Having adjusted to civilian life outside of the armed forces and spent the last two years working in industry, I feel that with the experience gained in the RAF coupled with my experience in industry, I am in good stead for a managerial position in the future and I would like to progress through my companies structure as opportunities arise. My eventual goal would be the running off a regional office at some point in the future. As a growing company there are emerging gaps in the country and it is the companies aim to open regional offices in Scotland and Northern Ireland at some point in the next five years. This would provide the ideal opportunity for me to grow into the role of office manager and with the relevant experience gained in the coming months and years I feel this should be my aim. I would like to move area also as Sheila and I both feel we have spent far too many years in Norfolk and would love to relocate to an area of England, Scotland or Northern Ireland which has some hills and dales? Eventually my aim is to retire to Southwest France where there is a warm summer climate but near to the ski slopes where I would spend most of my spare time whilst retired. I look forward to that day and dream!
