REFLECTIVE PORTFOLIO

Reflective Portfolio



Reflective Portfolio

Introduction

This paper presents a “Learning Log” for five weekly lectures and tutorials, as part of an assessment for the course “Management Skills 2 - Managing Effectively”. The paper analyses the learning outcomes of the five sessions and gives a brief description of the various management ideas and concepts discussed during the sessions.

The purpose of this log is to reflect on the effectiveness of these lectures and tutorials, and how useful these have been to me in developing an understanding and comprehension about the role of a business manager and the different functions and features associated with it (Hodge, 2001, pp. 368). The key elements of the different sessions are discussed below.

Session 1

Lecture

Management refers to the careful use of resources aimed at making those things happen than an organization wants, and at the same time, preventing developments that do not meet with its objectives. The four fundamental functions of management are organizing, leading, coordinating and controlling. Management is the most significant element for any business organization and defines the chances of success for a business (Richard, 2009, pp. 10). The first lecture of the course was aimed at developing an understanding about the principles of effective management and how it is different from management, with the incorporation of the planning and forecasting factor.

The session highlighted the main ideas from 14 principles of management as defined by Henry Fayol, including unity of command, work division and specialization and the concept of hierarchy. It discussed the ideas of management as presented by Mintzberg in 1975 that defined the role of a manager within an organization and the use of information systems for generating relevant and authentic information for decision-making purposes. The works of Stewart identified the various activities that managers spent their times in and how managers can be profiled under the categories of emissaries, writers, trouble shooters, discussers and committees. They also established how demands, constraints and choices shape the behavior of a manager. Drucker in 1988 identified the various problems and issues related to management such as the reluctance to adopt change, protection of individual interests and exhibiting a complaining attitude. According to Wilson (1990), the transformation into the management skills included the incorporation of change management, increased realization of customer satisfaction and development of effective communication. Similarly, Chell in 1984 determined the characteristics that represented the modern management such as a generalist approach, future planning and entrepreneurship. The study also depicted the various groups that influence pressure on the tasks performed by a manager; the most significant being the customers, internal management and legal restrictions. The primary functions of managers were identified as discipline, guidance and supervision, performance evaluation and ensuring effective training and development. The functions of mentoring, coaching, facilitating, counseling and networking were also briefed (Taylor, 2008, pp. 10). The mentor was defined as an individual with experience and knowledge, who plays a crucial role in the personal development of another person. His responsibilities include coaching, facilitating, counseling and ...