行政人员的发展 [7]
论文作者:www.51lunwen.org论文属性:课程作业 Coursework登出时间:2016-04-29编辑:zhaotianyun点击率:11451
论文字数:3921论文编号:org201604261407358568语种:英语 English地区:英格兰价格:免费论文
关键词:行政人员Executive Development管理技能
摘要:摘要:本文主要讲述了行政人员的自我发展计划,阐述了一行政人员对自身发展的规划过程和经历。
behaviours during development process. For example, I actively listen to my heart. Also, I allow my mind become empty when I am learning new things such as reading books, journals and research regarding mentoring and coaching skills, paying attention to the class about how to analyze my motivation style, leadership effectiveness and adaptability, group roles inventory, facts about stress, etc. I lead myself to think deeper by questioning “Why did I do that?” and “Can the issues be improved by me and under my control?” I also remind myself of how to feel better according to the experience or content that I intentional changed my behaviors towards to those situations. I summarize and reconfirm my experiences from the logbook which not only recorded what has happened in workplace, but also study life and private life before analysis. I keep in mind that my executive development should be regarded as a whole instead of piece by piece although break the developments down into incremental parts to gain the Small-Wins as Small-Wins can act as a momentum for my future steps. Nevertheless, I source information and advising by discussing with others, including bosses, associates, professors, EDG group members and friends.
To be a highly effective manager, the first fundamental change should be my behaviors when I am working as a team because I am the role model of the behaviors of our teammates. Now, I have awareness and good intention to facilitate a team by coaching with effective communication and balance my roles inventory. However, it is not enough because others may not be able to feel if I do not change my behaviors obviously. Therefore, I should show I try to balance my pressure of measuring my local consulting team's success in terms of how many or how much of everything we acquire and my allowance of the “group involvement in redefining standards”. Also, I should show that I have slow down myself and emphasis more on “quality first” during conversations with my colleagues. At the same time, I should proactively take the role to “disallow a member to manipulate the group to his or her advantage”, and let others “put forward a suggestion” instead of my “putting forward a suggestions when I have detailed information to support it” to avoid my continuous dominance because I will build their suggestions with detailed information so as to gain legitimacy and reliability. This behaviour may also change their perception of my giving instructions instead of coaching.
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