Developing manager

1. Developing manager Self knowledge and appraisal

2. What we aim to cover. • Self-knowledge and appraisal: skills audit eg management skills, leadership skills, practical/technical skills, personal skills ( interpersonal/motivational/communication skills), organising and planning skills cognitive and creative skills; • qualifications (current/planned), • strengths and weaknesses analysis; • personal learning logs; • personal development plans

3. quotes • Know thy self – Socrates • “Once we accept our limits, we go beyond them. – Einstein • The most adventurous journey to embark on; is the journey to yourself, the most exciting thing to discover; is who you really are, the most treasured pieces that you can find; are all the pieces of you, the most special portrait you can recognize; is the portrait of your soul.” C. JoyBellC –Author. • “To know oneself is to study oneself in action with another person. – Bruce lee.

4. Is reflection important • “At University level, you need to take responsibility for your own progress. Students are expected to develop into independent thinkers, capable of evaluating their own performance, drawing conclusions about what they did well and how to improve. Your success will depend, to a large extent , on yourself.

5. Self Knowledge • “How do we know what we are like? Am I friendly? Am I outgoing? Am I aggressive or anxious or eager? To answer these questions, contemporary social psychological theories suggest that there are at least two appraisals of the self upon which we draw” • Direct Appraisals – we look at our selves, our natures, • Reflected appraisals. We look at how others see us. Perceptions of how others perceive the self. What do other people think of me

6. Skills Audit • Use reading to discuss. • http://vital.new.voced.edu.au/vital/access/services/Download/ngv:40710/SOURCE2 • The skills audit can identify training needs of individuals and groups of workers. This information can help in the development of a comprehensive training plan for individuals and groups. • The plan may involve a combination of educational courses, on-the-job training, the design of new in-house training programs and job rotation. • Change to work organization and job redesign may occur before or after skills audit and skills analysis projects. In both cases, the process must be guided by the organization's strategic plans. • Job redesign should be linked with skills analysis and/ or skills audit information. To be successful, people affected by the changes must be involved in the planning and implementation of changes.

7. Management Skills • Skill 1 - Marketing, sales and promotion • Marketing is more than just selling and promoting your business. It's about identifying your customers and working out how to get them to purchase your product or service. Go to Marketing for more information. • Skill 2 - Human resources • Human resources is about managing and looking after your staff. If you’re buying an existing business or taking on a franchise you may find that you’ve got employees to manage before you even start your business.

8. Management Skills Cont. • Skill 3Understanding business financials • The primary objective of any business is to make a profit. Good financial management is essential to ensure your goal is achieved. The first step involves understanding your financial statements which is crucial to running a successful business. • Skill 4 - Communication and negotiation skills • Business is all about people regardless of your industry or the product or service you’re offering. On a daily basis you will encounter a range of people including customers, suppliers, employees and business associates. Developing your communication and negotiation skills will be invaluable in a range of situations from negotiating a supplier contract to dealing with a difficult customer.

9. Management Skills Cont. • Skill 5 - Knowledge of business legal issues • Starting a business can be full of legal potholes for the unwary, whether its industry regulation, tax requirements, industrial relations, business structures, negotiating a commercial tenancy lease or contracts with suppliers. There are many legal issues to be aware of, so before you start a business, it’s a good idea to engage a lawyer to advise you in these areas. • Skill 6 - Logistics expert • Logistics is about managing the procurement, supply and maintenance of products and operational goods. One of the major concerns for a business owner is stock control and there are many different approaches and programs to stock management. • Before you start your business you should think about how you’ll ensure you have the right amount of stock at the right place and at the right time. Efficiently managing stock is important and will ensure your capital isn’t tied up, and protects production if problems arise in the supply chain.

10. Leadership skills • Honesty • Ability to Delegate • Communication • Sense of Humor • Confidence • Commitment • Positive Attitude • Creativity • Intuition • Ability to Inspire

11. Practical/ Technical Skills • Technical skills apply to specific job requirements. In other words, technical skills are practical and often pertain to mechanical or scientific subjects. Typically, you attain these from training and through experience in a field. For example, a research scientist’s technical skills might include the ability to use and maintain laboratory equipment, and a baker’s technical skills might include operating kitchen equipment and maintaining sanitary cooking areas.

12. Personal Skills • Making a connection • Taking genuine interest • Skilful listening • Using correct body language • Negotiation skills

13. Organising and Planning Skills • The ability to manage self and/or others, and resources including time and surrounding circumstances to reach a specific goal • Planning • Accurately estimate time and effort required to complete a task. • Identify and organise systems and required resources. • Organise personal time to carry out responsibilities. • Maintain adequate preparation time for scheduled meetings/deadlines. • Develop schedules and timetables with clear, specific milestones and deadlines. • Establish how to measure results and milestones for self.

14. Prioritizing • Prioritizing • Identify critical tasks. • Arrange tasks in a logical order. • Establish priorities systematically, differentiating between urgent, important, and unimportant tasks. • Use a "to do" list, task plan, or similar planning devices to note action plans, deadlines, etc. • Monitor & adjust priorities and/or eliminate tasks on an on-going basis.

15. Cognitive Skills • Memory • Rote memorization (e.g. name presidents of the U.S.) • Gist (e.g. recall the plot of Jane Eyre) • Procedures (e.g. draw a right triangle) • Attention • Selective attention: filter out distractions, ignore irrelevant information • Sustained attention: focus for long periods of time • Divided attention: focus on more than one thing) • Motor • Fine motor control • Hand-eye coordination

16. Cognition • Gross motor control • Executive functionsPlan • Inhibit irrelevant or automatic responses • Flexibility: change direction if not working; adopt multiple approaches • Strategy use: ability to reflect on strategy and select appropriate strategy • Automaticity: make skills automatic • Language skillsListening skills: ability to take in and process auditory information • Reading: recognition of sight words and decoding new words • Comprehension: understanding what is read or said

17. Cognition • Formulation: ability to access and organize information to express it • Thinking skillsReasoning about concrete items versus abstract ideas • Creativity • Analyzing/evaluating arguments • Developing a logical argument • Inductive reasoning: using specific examples/observations and forming a more general principal • Deductive reasoning: use stated general premise to reason about specific examples • Generate hypotheses: intuition, aesthetics, emotion • Hypothesis testing: test ideas through experience or manipulation of variables • Application: use knowledge in a new area • Appreciation: recognition of value of something • Responding to novelty: ability to react appropriately in a novel situation • Self-reflection: ability to think about oneself in relation to the material

18. Creative thinking • Creative thinking skills use very different approaches to critical thinking skills. They involve a much more relaxed, open, playful approach. This can require some risk-taking. Creative thinking skills involve such approaches as: • Looking for many possible answers rather than one. • Allowing yourself to make wild and crazy suggestions as well as those that seem sensible. • Not judging ideas early in the process - treat all ideas as if they may contain the seeds of something potentially useful. • Allowing yourself to doodle, daydream or play with a theory or suggestion. • Being aware that these approaches necessarily involve making lots of suggestions that are unworkable and may sound silly. • Making mistakes. • Learning from what has not worked as well as what did.

19. Exercise • The Candle Problem • The Candle Problem is a classic test of creative problem solving developed by psychologist Karl Duncker in 1945. Subjects are given a candle, a box of thumbtacks, and a book of matches, and asked to affix the lit candle to the wall so that it will not drip wax onto the table • .

20. Bibliography • Ochsner, K N Beer, J S Robertson, ER Cooper, JC Gabrieli, JDE Kihsltrom, JF D’Esposito, MF 2005, ‘The neural correlates of direct and reflected self-knowledge’ : NuroImage, Vol 28. • Government of Western Australia, Small Business development corporation : Business management skills,http://www.smallbusiness.wa.gov.au/business-management-skills/ viewed 07/10/2014 • http://www.forbes.com/sites/tanyaprive/2012/12/19/top-10-qualities-that-make-a-great-leader/ • http://www.strath.ac.uk/careers/skills/generalskills/planningorganisingskills/ • http://www.palgrave.com/studentstudyskills/page/creative-thinking-skills/