Leadership is a critical management skill that involves motivating a group of people towards a shared goal. These items aim to assist in the development of leadership skills.Personal Development Planning (PDP) is a structured and supported process where individuals reflect on their learning, performance, and achievements, and plan for personal, educational, and career development (Section 28 Guidelines for HE Progress Files).Note: development is a process of self-development, as emphasized by Peter Drucker’s statement that it is absurd for enterprises to assume responsibility for a person’s development. PDP processes are designed to enhance individuals’ capacity to understand their learning process, review their progress, and take responsibility for their own learning. PDP offers various benefits to leaders, such as integrating personal and academic development, improving their ability to plan academic programs, monitoring and reviewing their progress effectively, understanding their learning styles and teaching strategies, recognizing and addressing strengths and weaknesses, and identifying opportunities for personal development beyond the curriculum (Section 34-36 Guidelines for HE Progress Files 2001)
.Individuals have the opportunity to improve their employment prospects and align their education with employer requirements by better preparing for job searches or self-employment. Additionally, individuals can enhance their expertise in meeting the demands of continuous professional or vocational growth as they embark on their career journey. The leadership skills evaluation “Changing the way we assess leadership,” written by Marry and Jo Hall, focuses on individual learning, goal setting, coordination of individuals, systems, and resources, motivating and inspiring others, as well as effectively managing change. To comprehensively assess these abilities, this evaluation examines three interconnected aspects: knowledge, practical proficiency, and overall wisdom. The Capacity Matrix is used to determine competency outcomes in these specific domains.
Leadership is the process of personal learning and understanding basic information about leadership. It involves practicing and gaining competence and experience to be distinct and properly utilize the acquired knowledge. Leadership also includes establishing direction and researching available options to develop skills. It is important to understand the relationship between skills and job acquired and use that knowledge to attain goals. Additionally, leadership involves aligning people, systems, and resources. This entails gathering information about people, systems, and resources to assess the system and determine who will benefit the most. Through interaction and utilization of people, systems, and resources, leaders can achieve their goals. Another aspect of leadership is motivating and inspiring others. Leaders need to know how to motivate and handle different situations. They need to understand when and where to motivate.
Becoming a role model to motivate others, managing change, and having a basic knowledge of components are important skills. Assessing changes and understanding how to use them effectively is crucial. Various techniques, including SWOT analysis, can be used to achieve this. Strengths include leadership skills, ACCA qualification, problem-solving skills, good formal presentation, experience in the service industry, managerial experience, and IT skills. Weaknesses may include overconfidence, inconsistency, and a lack of technical knowledge. Opportunities include obtaining an MBA degree, becoming a chief accountant or auditor, working in a consultancy firm, securing a higher position within a company, and developing leadership skills. Threats could include not achieving necessary qualifications or encountering a lack of chief accountant vacancies.
There is strong competition in the services market, and this could result in the loss of significant clients. Additionally, competition from other college graduates adds to the challenge. One useful tool for analyzing the external and internal factors that affect a business is the SWOT (Strengths, Weaknesses, Opportunities, Threats) framework. The SWOT framework becomes even more manageable when combined with the PEST (Political, Environmental, Sociological, and Technological) analysis. The PEST analysis focuses on government policies, such as their level of involvement in the economy and their priorities for business support. It also considers environmental, sociological, and technological factors that could impact a business.
Political decisions have the potential to significantly impact vital aspects of business, such as workforce education. Government policies can disturb the required qualifications for professionals, and inconsistent government actions can create challenges in the service sector. Economic factors, including interest rates, changes in taxation, economic growth, inflation, and exchange rates also contribute. If the economy remains stagnant while inflation increases, it can have adverse effects on jobs and companies and potentially result in layoffs and redundancies. Moreover, alterations in social trends can affect both the demand for a company’s products and individuals’ willingness to work.
My firm may not attract new clients because they are loyal to their consultancy firms. Additionally, it is possible that my firm does not provide quality services. Technological factors, such as R activity, automation, technology incentives, and the rate of technological change, play a crucial role in the market. Firms that fail to implement new technology changes will struggle to survive. Both individuals and firms need to implement technological changes in order to achieve their objectives. Moreover, the establishment of future goals can be done using SMART criteria, which emphasizes specific and straightforward goals.
The specifics in a goal help to focus efforts and clearly define what needs to be done. It is important for a goal to be measurable, as if it can’t be measured, it can’t be managed. The entire goal statement serves as a measure for the plan, and achieving the goal indicates success. An attainable goal should push you slightly beyond your comfort zone and require a genuine commitment. The sense of success that comes from achieving an attainable goal helps to maintain motivation. Realistic does not mean easy in this context; it means that the necessary skills are available to accomplish the work. Lastly, it is important to set a timeframe for the goal, whether it be for next week, in three months, or by fifth grade.
Setting a clear target to work towards is important for achieving goals. Short term goals help individuals achieve long term goals. Completing the ACCA qualification will allow me to start my career as a professional accountant in an organization. Having a professional qualification also provides the advantage of working on higher positions within a company. Another short term goal is to complete the Pgd in strategic management and leadership, which will give me the opportunity to work as a manager. By having dual professional qualifications, I will have the chance to work as an active leader in an organization. Medium term goals can be established and achieved within three years.
The accomplishment of long term goals relies on the achievement of medium term goals. Obtaining my ACCA qualification will support my advancement to the position of chief accountant, involving significant responsibilities and active involvement in the organization. Additionally, ACCA will provide me with opportunities to work as an auditor in various companies and gain valuable audit experience. Auditors have the potential to earn substantial salaries for their work, granting me independence in carrying out my duties. Long term goals typically take 3-10 years to achieve, making it crucial within the Personal Development Plan (PDP) to establish such objectives for individuals to strive towards. By gaining experience as both an accountant and auditor, I will be well-equipped to start my own consultancy firm.
The establishment of the firm will result in increased satisfaction and profitability, while also facilitating the provision of high-quality services in a competitive market. This will attract larger clients and generate more profit. These goals are specific, measurable, attainable, realistic, and achievable within a specified time frame. To accomplish these objectives, the following actions must be taken:
- Action 1 – Enrolling in courses and training programs for ACCA qualification which involve attending classes, paying fees, and completing the qualification within a given time period.
- Action 2 – Pursuing a PGD in strategic management and leadership as well as an MBA degree from college with allocated time off for completion of these professional degrees.
Use managerial techniques at the workplace to show performance at an individual level. Provide professional advice to top management about financial issues. In-house training with auditors to gain experience. Give an independent opinion on financial reports.
Open a consultancy firm with high professional experience and a professional approach to giving advice. Have a finance and experienced staff to start your own firm. Experience in different organizations to provide in-house training. Providing competitive services and quality services. Attract big clients and compete in the market. Have a good reputation in the market.
1.4 communicating plan
Finding suitable mentors for your top performers doesn’t have to be overly complex. Mentors don’t necessarily need to be part of your group or business unit; in fact, mentors from outside the organization may provide broader perspectives. Some organizations have established mentoring programs specifically for high-potential employees. These programs pair individuals with experts who are willing to offer guidance in overcoming work challenges and defining a career path. It’s crucial to keep individuals informed about the process, including the mentor, department head, and colleagues. It can be disheartening to learn about workplace happenings from an outsider.
Communication involves both speaking and listening, making it essential to discuss the personal development plan. This includes selecting goals based on smart criteria and taking precise actions to achieve those goals. Additionally, receiving relevant feedback regarding the plan’s settings and outcomes is equally important. Here are some steps to follow:
- Share your plan and seek feedback
- Discuss the target set and their achievability
- Discuss the plan with a competent mentor in person, online, or over the phone
- Revise the personal development plan based on appropriate feedback received
- If possible, discuss the plan with your Department Head in person for valuable feedback regarding career progress
The implementation of the personal development plan focuses on putting the action plans into action in order to achieve the goals. At the end of this process, it is essential to evaluate:
- The effectiveness of the plan and its extent of success/li>
- The areas that require more attention and consideration
- The resources required (such as finance, time, and management cooperation) for professional qualification/li>
- Potential obstacles such as time management issues or difficulties in becoming a professional that may cause implementation failure/li>
If an employee demonstrates exceptional performance and successfully completes all assigned tasks, there is a potential for advancement to a higher position. To become a chief accountant, it is necessary to exhibit high performance and produce quality work on an individual level. This may involve facing stiff competition from other accountants. Additionally, obtaining the ACCA qualification as an auditor requires field experience. However, transitioning to a different career field can present learning challenges at times. Starting one’s own business necessitates resources such as financing, skilled personnel, and market access. Potential obstacles could include difficulties in financial management or encountering resistance from larger companies when attempting market entry.
Reviewing and monitoring the progress of the PDP (Personal Development Plan) is crucial for achieving personal growth. Effective management and monitoring of PDPs are necessary to achieve desired results. Evaluating the progress of the PDP is essential and should be approached with a positive mindset. Performance indicators provide insight into individual strengths and weaknesses, including meeting deadlines and receiving feedback from others. To review the PDP effectively, it is recommended to utilize quantitative techniques such as creating achievement graphs, setting deadlines, and regularly reviewing goals. These practices facilitate easy and consistent monitoring of personal progress.
Section 2.1: Health and safety in an organization
Occupational safety and health is the protection of individuals engaged in work or employment. The objective is to create a secure working environment that also safeguards coworkers, family members, employers, customers, suppliers, nearby communities, and others impacted by the workplace conditions. In the UK, health and safety laws are enforced by the Health and Safety Executive and local authorities (local council) through the Health and Safety at Work etc. Act 1974.
The UK is shifting towards risk assessment rather than strict rules, as seen in recent changes to asbestos and fire safety laws. The key legislations currently in place include the Control of Substances Hazardous to Health (COSHH) Regulations (2002), Management of Health and Safety at Work Regulations 1999, Workplace (Health, Safety and Welfare) Regulations 1992, Manual Handling Operations Regulations 1992, Health and Safety (Display Screen Equipment) Regulations 1992, Personal Protective Equipment at Work Regulations 1992, and Factories Act 1961 (now superseded by the 1992 Regulations). These laws aim to create a safe working environment that minimizes accidents. Employers have a legal duty to care for their employees, customers, suppliers, visitors, and themselves by providing a safe working environment and ensuring product or service safety. It is crucial to implement effective health and safety practices throughout the entire organization.The recent changes to asbestos and fire safety laws in the UK signify a shift towards risk assessment rather than strict regulations. The existing legislation, which includes various regulations such as COSHH Regulations (2002), Management of Health and Safety at Work Regulations 1999, Workplace Regulations 1992, Manual Handling Operations Regulations 1992, Health and Safety (Display Screen Equipment) Regulations 1992, Personal Protective Equipment at Work Regulations 1992, and the Factories Act 1961 (now superseded by the 1992 Regulations), is aimed at ensuring a safe working environment and preventing accidents. Employers have a legal obligation to provide a safe environment for employees, customers, suppliers, visitors, and themselves. To fulfill this duty, effective health and safety practices must be implemented throughout the organization. While it is ultimately the responsibility of staff members to carry out tasks safely once they understand them, senior management holds the responsibility of creating effective policies and programs for health and safety. The BS 8800 standard enables organizations to evaluate their current occupational health and safety practices in order to enhance performance while integrating it with other aspects of business performance.The goal of this integration is to reduce risks, improve business performance, and promote a responsible workplace image. According to BS 8800, to assess an organization’s current health and safety management system, it is necessary to consider relevant legal requirements, existing organizational guidance, industry best practices, and the efficiency/effectiveness of resources allocated for occupational health and safety management. Furthermore, the organization should set overall plans/objectives, provide access to occupational health and safety knowledge/skills, develop operational plans for risk control, and plan for operational control activities.
Planning for performance measurement, corrective action, audits, and management reviews is an essential step in implementing corrective actions that are shown to be necessary. By following this approach, a manager can establish and manage a safe and healthy organization. Section 2.2 introduces the concept of Total Quality Management (TQM), which is a technique used by firms to ensure that they meet their customers’ needs. TQM is defined as a management approach focused on quality, involving the participation of all members of the organization. Its goal is long-term success through customer satisfaction and benefits for all stakeholders. ISO 8402:1994 provides this definition. Integrating TQM into the organization’s strategy involves developing a shared vision and mission, translating the mission into critical success factors (CSFs), defining key performance outcomes, understanding core processes, breaking them down into sub-processes, activities, and tasks, forming improvement teams, and ensuring alignment between processes and people through a policy deployment or goal translation process. TQM has evolved as a strategic business improvement approach both in organizations and within the Operations Management literature.Strategic TQM is an evolving concept that reflects the intricate nature of the business environment and advancements in technology. Consequently, the implementation of TQM poses substantial challenges in terms of creating appropriate models and research methodologies. Traditional and normative research data, such as survey responses based on deductive theory and testing, often rely on cause and effect reasoning and fall short in capturing comprehensive data that can address the intricacies of strategic TQM, including meanings, phenomena, and complex socio-political events.
The implementation of performance indicators in a Total Quality Management (TQM) exercise establishes desired standards for comparison with the actual achieved standards of performance. TQM sets challenging standards to enhance processes, which means that most reported variances will likely be unfavorable. However, it is important not to attribute this negatively to the employees responsible. If they feel that their efforts are being criticized due to these unfavorable variances, there is a risk of demotivation and disengagement. However, by employing sensitive management techniques, employees can be encouraged to put even greater effort in the next reporting period.
For a successful strategy in an organization, it is crucial to have commitment to the TQM program from every employee, regardless of their position within the company. Each employee must take responsibility for the quality of their work. If senior managers are not seen as committed to the program, it is unlikely to succeed.
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