Lecture 2 personal and+career+development

Lecture 2
Personal and Career
Development

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Brief Introduction
Definition of personal development:
“Self development is personal development, with the person
taking primary responsibility for his or her own learning and
choosing the means to achieve this.’
The emphasis is on the needs of the individual. The unit is
concerned with your own personal development and enables
you, the student, to build on your existing skills to enhance
current performance and develop new skills for your future
personal and career development.

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1. Management Skills
Behavioral

Controllable
1. 1 Skills
Developable

Inter-related
and overlapping
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1. Management Skills
1.1 Skills
Behavioral (actions, / manners /conduct):
observable and identifiable sets of actions that individuals
perform, with certain outcomes.
Controllable (manage /
take control / be in
Command):
able to be consciously
demonstrated, practiced,
improved or restrained by
Individuals
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1. Management Skills
1.1 Skills (cont’d..)
Developable (expand / grow)
amenable to learning, practice and feedback towards higher
levels of competency
Inter-related and overlapping
Interintegrated (included or incorporated) sets of complex
responses, which support one another for behavioral flexibility –
rather than simplistic, repetitive behaviors.

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1. Management Skills
Intrapersonal
skills
1.2 People
skills

Interpersonal
skills
Example
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1. Management Skills
1.2 People Skills

Intrapersonal Skills
involve processes within people themselves

• self awareness, time management, stress
management, problem-solving and decisionmaking

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1. Management Skills
1.2 People Skills (cont’d…)

Interpersonal Skills
involve interactions between two or more people

• communication, leadership, influencing,
assertiveness (boldness / forcefulness),
negotiation, conflict management, team-working
and so on.

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1. Management Skills
1.2 People Skills (cont’d…)
Example:
senior managers should:
•develop a network of people
•depend upon many people other than subordinates
• create reciprocate relationships
•know how to trade, bargain and compromise (give and take / cooperate)
•know how to influence people other than subordinates
•know how to manoeuvre (a planned and regulated movement) and how to
enlist support for what they want to do
In short, it is a much more human activity than that commonly suggested in
management textbooks.
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1. Management Skills
1.3 Developing skills for your HND/HNC
Identify balanced
learning habits and
skills

1.3 Developing skills
for your HND/C

- Self development in
the context of
interpersonal skills
and processes

Working through and
with other people

Management of the
processes

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1. Management Skills
Don’t leave your
skills at the
office
1.4 Developing
skills for life

Learning itself
is life skill
Learning is
constant,
cyclical process
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1. Management Skills
1.4 Developing skills for life
1.4.1: Don’t leave your skills at the office!

• enhance your competency in a managerial role. Apply the interpersonal
and learning skills in other areas of your life
→ family
→ friendship
→ study
→ leisure activities

…..even you are not operating professionally in a
managerial role.

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1. Management Skills
1.4 Developing skills for life
1.4.2: Learning itself is a life skill

• we live in the post industrial (manufacturing)‘information’ age where data
have a shorter shelf-life and where transformational changes are less
predictable and occur more rapidly than ever before
→ learning is the key to survive
→ learning is to thrive (prosper (get on) or successful) on all these
changes

Learning is a framework for on-going self development.

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1. Management Skills
1.4 Developing skills for life
1.4.3: Learning is a constant, cyclical process

• Honey and Mumford, 1992 suggests that effective learning is a cyclical
process of experimentation and adjustment
→ we perform an action or have an experience
→ we reflect on the experience, it results and any feedback we may have
obtained
→ we formulate a hypothesis (theory / assumption) about what we might
be able to do differently next time
→ We plan to test our hypothesis in action
→ we perform the action – and so continue the cycle

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1. Management Skills
Figure 16
16..1: The learning cycle

Stage 1
Having an
experience

Stage 4
Planning
the next
steps

Stage 2
Reviewing
the
experience

Stage 3
Concluding
from the
experience

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1. Management Skills
1.5 The HND approach
A focus on
behavior
1.5 The HND
approach

Making notes
Collecting and
filling data

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1. Management Skills
1.5 The HND approach
1.5.1: A focus on behavior

• learning objective of content-oriented learning is
→ knowledge or understanding

• learning objective of skill development is application
→ intentional behavior and behavioral change
Gillen (1999) defines behavior as ‘the link between what we want and
what we get’.

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1. Management Skills
1.5 The HND approach
1.5.2: Making notes

• Self reflection
→ observations (study /watch/inspect)
→ impressions (ideas)
→ intuitions (instincts/perceptions/feelings/six sense)

• capture self reflection and record them
→ get into the habit of making notes – verbal or visual, paper or electronic

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1. Management Skills
1.5 The HND approach
1.5.2: Making notes (cont’d…)

• capture self reflection and self evaluation
→ process notes
► repeat

patterns of behavior which you notice in a group or individual
► changes or interruptions to the ‘usual’ patterns of behavior, and their effects
► thoughts or feelings that come up for you in response o others’ behaviors or changes
in behavior
► how you 'automatically’ react to others’ behavior and what happens
► others ‘responses to your usual’ behaviors
► others’ responses when you experiment with new behaviors
► what happened in the course of critical incidents and interactions (those which impact
on you and appear to highlight a problem or issue)
► which impact on you and appear to highlight a problem or issue)

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1. Management Skills
1.5 The HND approach
1.5.3: Collecting and filing data

• put loose sheets of paper somewhere you’ll find them again, such as:
→ questionnaires and feedback forms

→ various exercises you undertake as you work through the course book, your wider
reading and other training activates
→ copies of reports from performance appraisals or development planning sessions
→ feedback-bearing messages of all kinds e.g. commendation or thank you letters;
complaints; personal or employment references.
→ draft mind-maps, objectives, action plans and other records of your on-going
thinking about your interpersonal skills development
→ any other data relating to the impact and effectiveness of your interpersonal skills
If it represents information about your attributes, behaviors or attainments in any
area of interpersonal skill – SAVE IT!
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