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Professional Development for Strategic Managers

Forschungsarbeit 2013 16 Seiten

BWL - Unternehmensführung, Management, Organisation





1.0 Personal skills required to achieve strategic goals
1.1 Time management
1.2 Setting SMART objectives
1.3 Prioritising work task

2.0 Professional skills required to achieve strategic goals
2.1 Leadership skill
2.2 Multitasking
2.3 Leading and chairing meeting
2.4 Delivering effective presentations

3.0 Learning style
3.1 Honey and Mumford model
3.2 Kolb model
3.3 Fleming’s V K/V RK model

4.0 Skills audit and personal SWOT analysis
4.1 Skills audit
4.2 Personal SWOT analysis

5.0 Personal development plan
5.1 Determining the areas of improvement
5.2 Identifying the required resources
5.3 Developing a SMART action plan

6.0 Monitoring and evaluation of personal development

7.0 Reflexive statement


Personal CV



The achievement of the strategic goals of an organization depends mainly on the personal and professional skills of strategic managers. These personal and professional skills have been discussed in this assignment which fulfils the requirements of Task 1 and 2. A skills audit has been included which determines required skills, measures the existing skills and recommends the process of development. A personal SWOT analysis has also been included. These ensure the fulfilment of the requirements of Task 3. Honey & Mumford, Kolb and Fleming’s VAK/VARK model have been discussed to determine the preferred learning style. It conform the requirements of task 4. The requirements of Task 5 and 6 have been fulfilled by the preparation of personal development plan and assessment of the outcomes of personal development plan through a reflexive journal. The requirement of Task 7 has been fulfilled through the reflexive statement regarding the learning on the attainment of the strategic goals.


The personal and professional skills of the manager are essential to achieve the strategic objectives of the organization. Proper time management ensures better productivity. The objectives set by the managers must be clear and comparable against some established criteria. The performance of the business can be easily monitored with the help of these objectives. The skills of the management may be improved through skills audit and personal development plan. Skills audit compares the actual skills of the employees with the predefined skills in order to determine any improvement needed. Personal SWOT analysis reflects several perspectives of the personality of an individual.

1.0 Personal skills required to achieve strategic goals

The strategic goals of an organization relate to the objectives and visions of an organization. These goals act as the criteria of measuring the performance of an organization. Some personal skills are essential to the achievement of these goals of the organization. These skills have been described below:

1.1 Time management

Time management is related to the distribution of time to get the most productive outcome. Time is a valuable asset for a business. Productive outcome can be achieved through proper time management (Bramley 1999). Thus the managers must realize the concept of time management. Effective managers try to complete a particular task within the shortest possible time (Mayer 1999). For this reason, inefficiency in time management and the wastage of time should be controlled. For proper management of time, managers can use a time log for recording the activities. Thus the required tasks can be recorded. This will help in preparing an analysis of the activities and time spent. The changes in the effectiveness can be identified. Thus, the efficiency of performing a task can be determined easily. This will also disclose the wastage of time. So, this system will ensure the proper management of time.

1.2 Setting SMART objectives

A successful manager can be differentiated from an unsuccessful manger by considering the quality of the objectives developed by him (Winterton et al. 2000). The objectives should be developed on the basis the following criteria:


The objectives of the plan should be clear and specific. If the objective remains vague, it may be difficult to be implemented. Thus the objective should clearly state the matter that should be achieved.


Specific criteria should be developed against which the outcome can be measured. The criteria may be stated in numerical figures. For example, an objective may be set to increase the profit by 10%. Thus it will be easy to compare the actual outcome with the expected result.


The objective must be relevant to the mission. The matters that are irrelevant to the performance of the organization should be avoided.


Objectives should be developed considering the abilities and resources necessary to achieve the goals. So it would be unsuccessful to set an objective that can’t be achieved. Challenging objectives may be set but the objective must be achievable.


A specific time frame should be developed for the achievement of the goal. This will help to measure the effectiveness of a task.

1.3 Prioritising work task

The tasks will be prioritized according to the perceived importance of the tasks. Time should be allocated on the basis of the priority. Some tasks may be stopped because of completing more important tasks. In setting the priority, the deadline for completing the task should be given. This priority will ensure the completion of more productive tasks within the shortest possible time (Jennings 2002). Thus, wastage of time and effort can be reduced.

2.0 Professional skills required to achieve strategic goals

The professional skills that are essential to achieve strategic goals of an organization have been stated below:

2.1 Leadership skill

Effective leadership can motivate the employees and divert their efforts towards the achievement of the strategic goals of the organization. Thus the productivity of the employees can be improved through effective leadership (L. & J. 2002). The employees are encouraged by effective leaders to exert effort to fulfil the objectives of the business. Moreover, an environment of participation is developed. Thus, the subordinates think about the interest and objectives of the organization. Successful leaders reward the initiatives and quality of the subordinates. Strategic leader tries to encourage the subordinates to utilize their potential. The leaders who are organized can ensure enhanced productivity. Successful leaders must have better communication skill. Effective leaders try to increase the involvement of the subordinates towards the strategic goals of the organization.

2.2 Multitasking

Multitasking refers to the ability to perform several tasks simultaneously. To perform multitasking, the priority of the different tasks should be identified. Multitasking can’t be possible with proper allocation of time. The skill of multitasking can increase the productivity and efficiency (Rogak 1999). The allocation of the task should be communicated to the team members properly. But multitasking should be done without hampering any other tasks.

2.3 Leading and chairing meeting

The skill of chairing the meeting of an organization is essential to successful leaders. The agenda of the meeting should be described by the leaders. The outcomes of a meeting depend largely on the participation of all the parties involved. An environment of exchanging the ideas should be ensured. An effective leader tries to ensure the equal opportunities of participation for the subordinates. Moreover, the leader tries to maintain the flow of the meeting. Thus the outcome of a meeting is dependent on the skills of the leader (Gregory & Taylor 2005).

2.4 Delivering effective presentations

The skill of presentation can ensure a successful exchange of information. This skill may ensure better communication with the subordinates. The employees and subordinates may be convinced through effective presentation of the leaders. The employees can better understand the matter and respond to directions provided by the leaders. On the other hand, a poor presentation delivered by the leader can make the subordinates bored. Thus, the effective leaders should deliver a presentation confidently to catch the attention of the employees and subordinates.

3.0 Learning style

Learning style refers to the method used by an individual to learn something. This is related to the preferred way of learning (Keefe 1979). Thus the main concern of learning style is to determine the method that will be preferred by the learners to learn something. Learning style is determined by several factors and the attitude of the learners. The perception and response of the learners can be determined by learning style (Stewart & Felicetti 1992). Different learning style is preferred by the learners. Three major learning styles have been described below:

3.1 Honey and Mumford model

Peter Honey and Alan Mumford developed a model of learning style which is known as Honey Mumford model. Four learning styles have been identified in this model (Honey & Mumford 1982). These styles are preferred by the individual for the maximization of personal learning. Learning Style Questionnaire was developed to determine the preferred learning style (Honey & Mumford 2006). Four learning styles of these models have been described below:


The people who prefer to learn through experience are called activists. They have been described as enthusiastic and unbiased. They try to learn something with full involvement and unbiased approach.


Theorists prefer to learn something through accumulation and analysis of the information. Concepts and facts are used in their learning process. They try to form an understanding that will be logical and rational.


The learners prefer the theories and new ideas which have practical implications. They don’t like long discussions and prefer the quick implementation of learning.


These people prefer to learn through observation. They accumulate information, consider different possibilities and form conclusions based on their observation.

3.2 Kolb model

David A. Kolb developed a model of learning style which is known as Kolb model. According to this theory, an individual learns something through experience. An individual acquires the knowledge by combining the experience and making a conversion of that experience (Kolb 1984). Four types of learners have been identified in this model. These learners have been discussed below:


These types of learners prefer to apply the learning in real world situations. For example, they try to apply the ideas in forming decisions. Technical problems are preferred by them. They can be treated as active learners.


The learners who prefer to learn through experiencing and observing a particular situation are called diverges. The ideas are analyzed from several angles. Thus, observation is preferred to action by these learners. Innovative approach is emphasized by them.


Assimilators use concrete idea and observation to learn something. Theoretical model can be developed by them. They think logically and formulate experiments.



ISBN (eBook)
ISBN (Buch)
1 MB
Institution / Hochschule
Prifysgol Cymru University of Wales
Professional Development Strategic Management Company



Titel: Professional Development for Strategic Managers