PROFESSIONAL DEVELOPMENT

Professional Development Portfolio

Table of Contents

Introduction1

Task 1.1 Personal Skills for the Achievement of Strategic Goals1

Task 1.2 Professional Skills for Strategic Direction of the Organization2

Technical Skill2

Human Ability2

Conceptualization Ability2

Ability to Design3

Other Considerations for Managers3

Task 2.1 Skills Audit to Evaluate the Strategic Skills for Leadership Requirements3

Clarity of Business and Positioning3

Planning and Adaptation4

Staff Development4

Teamwork4

Information Management4

Setting Goals and Objectives4

Setting Priorities4

Negotiate and Manage Conflict5

Motivation5

Task 2.2 Techniques to Identify Preferred Learning Style5

Task 3.1 Personal Development Plan for Leadership Development Requirements6

Set a Clear Goal6

Development of Skills7

Teamwork7

Information Management7

Setting Goals and Objectives7

Negotiate and Manage Conflict7

Motivation7

Task 3.2 Methods to Assess the Outcomes of a Personal Development Plan against Personal Work Objectives7

Task 3.3 Evaluate the Impact of Own Learning against the Achievement of Strategic Goals8

Conclusion8

References9

Professional Development Portfolio

Introduction

For top managers, personal qualities are extremely important, which include strategic and analytical thinking, the ability to assess the risk level of motivation, communication, and much more. Typically, during the assessment, business and role-playing games and tests are carried out precisely for their identification.

In addition to the standard procedure of identification, other attributes such as the tendency to lie or to be loyal to the company are also important to assess. However, the latter is difficult to know without communicating with previous employers. It is essential for individuals to develop personal goals, develop leadership skills and measure the outcomes against work objectives.

Task 1.1 Personal Skills for the Achievement of Strategic Goals

The standard profile requirements assessment includes identification of leadership qualities such as intelligence, sociability, stereotypy, creativity, anxiety, confidence, conformity, non-conformism, strategic and tactical thinking (Johnston 2002, pp. 256). This make up all the core competencies, such as the ability to motivate staff, solve conflicts, plan, and so on.

On the basis of data obtained in the course of business and role-playing games, tests and interviews, it concludes the profile of a professional who can perform to achieve strategic goals. If they differ greatly from each other, for example, the head of over-confident and has a low level of intelligence, it raises questions over the extent to which it corresponds to the position. The report provides guidance which includes information on assessment of each participant and the general conclusions about the level of management in the company (Harwood 2003, pp. 379).

It summarizes the identified features, classify and provide recommendations for the development of capable leaders. The greatest effect can be obtained from the assessment, which is accompanied by a diagnosis of "360 degrees". With such a diagnosis, consultants can determine the presence of deep conflicts between employees, their subtleties of interpersonal relationships and give customers advice on managing the whole team.

Some experts believe that in evaluating a top manager is unacceptable presence of company representatives that their opinion does not affect the result. Others argue that a candidate must be quick to "join" in the team because the company's employees, customers must participate in the evaluation process during the interviews, joint assignments, etc. Most often, the customer can choose the most appropriate scenario to him.

The assessment often takes place on an individual ...