CONSULTANCY REPORT OF FRANKIE AND BENNY RESTAURANT INDUSTRY.

 

    LDO472: DEVELOPING GLOBAL MANAGEMENT COMPETENCE 1 (EMOTIONAL AND CULTURAL INTELLIGENCE) 

 

 

                                                                          LINUS UCHE

                                                           12/01/2016

 

                                                            

                                             

                                               

 

 

 

 

 

 

 

 

 

 

 

                                                        

 

TABLE OF CONTE

INTRODUCTION……………………………………………………………………………….....................…1

SELF-AWARENESS AND DEVELOPMENT………………………………………………………………….1

SELF-AWARENESSS AND CONTINOUS SELDEVELOPMENT……………….…….................. ....1

IMPORTANCE OF SELF-AWARENESS AND CONTINUE SELF-DEVELOPMENT A AS MANNGER......................................................................................................................2        

CRITICALINCIDENT:1…………………………………………………………………………………………………….6    

CRITICALINCIDENT:2……………………………………………………………………………………………………..8

THE SUMMARY OF STRENGTH AND WEAKNESS WITH FOTOOLKITS………………………...10

AREA OF PERSONAL DEVELOPMENT AS A FUTURE MANAGER.………………………….…..11    REFERENECES…………………………………………………………………………………………………………….12

 

 

  INTRODUCTION

 In this present society, the roles of leadership and management cannot be performed successfully without good knowledge of self-awareness and continuous self-development and it is fundamental for all prospective future managers looking to perfect and improve in learning process while carrying out their managerial roles. Yukl, (2006). Argue that self-awareness and self-development yield such outputs as better self-control, self-esteem and self-confidence, which are important factors for a future manager who wishes to be successful.

 

SELF AWARENESS

It is believed that self-awareness is most imperative concept of emotional intelligence, which deals with the ability to know your personality, strength, weakness, thought, and motivation.  Michelle, (2013- p2). “Self-awareness is a conceptual development of career refers to the realistic accuracy of personal interest, values, skills and limitation”.  This shows that one’s need to take time to develop insight into themselves and critically evaluate what is relevant to them in lifestyles in order to make a successful career decision. Greg & Roni, (2012- p1) “self-awareness is an internal evaluative process in which individuals compare their standard with the goals of better self-knowledge and improvement”.

 Reflecting on these definitions, It is clear “self-awareness” is not only the ability of an individual to assess one's own behaviours but also examine others in order to know their worth. For instance. Lanz, (2013- p1) “suggested that flexibility is one of good quality of a leader and “self-awareness is the key success for leader to generate it, in order to achieve positive result and keep his team motivated”. Rasheed & Subia (2015-p3) “maintain, that being aware of our own life make us to understand others better”. It was supported by (Boyd, 2005; Stuart and Laaia, 2005).Idea of self-evaluation and realising why you behave the way you do, it also gives the dimension to explore oneself in different context and the way others reaction towards you.

 

CONTINUOUS SELF-DEVELOPMENT

The dynamic of life and circumstance in global organisation are creating the need for continuous learning environment that required continue self-development in order to improve an individual to understand the global view of life and able to adapt to the changing situation. Therefore, authors have defined this concept as the deliberate development of skills, initiative, motivation and idea control by oneself in order to broadens their competence and able to solve complex problem. Thomas & Ted, (2006-p2) admit that continuous self-development “increase a leader job satisfaction, skills needed to accomplish missions and empowers their vision to take responsibility of their actions”. While Karp,(2013-p4) suggested, that “leaders can be develop in two perspective such as interpersonal and intrapersonal capabilities, that with practice this capabilities required to work together in order to enhance himself/herself and able to communicate with other. Degeling and Carr (2004) suggested that leader development is built on a foundation of cognitive, socio-emotional and behavioural skills.

 Dotlichet al (2006) advocate, that self-development as a leader is a function of age and experience, and that different life-stages govern the development dimensions. Self-development is all about determination, seriousness and commitment of a person to think and decide for him. This involves the acquisition of difference skills and empirical study of actions to improve personal skills with clear vision of goals. It does not seem to believe that self-development is achieved by life-stage or age because it entails focus and intrinsic motivation. A successful career in life is accomplished by reflecting on one’s strength and weakness in order to ascertain where to improve in the learning aspect of lifestyles that would be useful. For instance. Goleman et al., (2002) argue that leaders should pay attention to how they handle themselves and their relationships. This is the ability to be aware of yourself and control it according.

  IMPORTANCE OF SELF-AWARENESS AND CONTINUOUS SELF-DEVELOPMENT A AS MANAGER

 Every manager is independent in all aspect of life, self and professional. The manager is expected to improve continuously and subjected to attain good results. However, manager is the person responsible for organising, co-ordinating, and controlling a specific group of people, monitors their performance in order to attain stated goals of organisation. Thorn, Mosher, Ponton, & Ramsel, (2015-p4) agued, “self-awareness and self-development assist a successful manager/ leader to gain confidence to control others. If managers are motivated and be aware of all self-development and continuous professional development, then they will successfully succeed in their managerial career and become more effectively.

 Self-awareness and continue self-development are the most important concepts that will help a successful manager to perform his role in the future. These will assist me in identifying the gaps and problem in my skills of managing things and matters properly. It is also necessary in management process, as it will help me to be effective and efficient in achieving good results

            It is understood that self-awareness will motivate one to be a successful manager in order to motivate others to develop and manage things, in other hands self-development will help me develop many skills to manage things effectively, which help managers to be successful in their roles as a manager. Karal, M. (2008-p4) “self-awareness is essential for continued learning and personal growth”. Self-awareness and continue self-development enlighten managers to understand behaviours that are suitable in every situation and give the expected outcome and acquire the ability to adapt the behaviours to the situation. Self-awareness is essential for continued learning and personal growth.

 This will enable me to be aware of my strength and weakness. Hence, I will make effort to overcome it by acquisition of new skills and repetition of actions to improve my managerial skills. In conclusion self-awareness and development are very crucial for any successful manager. It will help me to balance the equation between the aim to accomplish in any organisation and, the time for personal development and professional goals. It will also give me power to adapt in all situations and influence others. It will make me to be aware of areas in need of development within my career; by sitting goals, working carefully towards its achievement through constant self-evaluation.

 

 Q2. Template One: Incident from Residential weekend

My chosen toolkit is: Belbin     

My results for this toolkit are: Specialist, Completer Finisher, and Resource Investigator.

Summary of critical incident

During the Building Bridge on the residential weekend, I was put in a group task that required concentration and intense focus by every members of the team. At the end of the task I received interesting feedback from team members who noted that I was extremely good in developing ideas, planning, negotiating laid out plans but however explained that I appear to lack confidence in coming up with personal opinion rather seeking other members idea. This hinder, in a delay for the team finding a suitable solution. I was not previously aware of this as I hardly understand a task unless, I communicate with other member in order to get over view of what need to be done. I have had little knowledge in my previous work in a group, and where I comprehend that constant communication is imperative when working in a diverse group.

 

How does your thinking and behaviour in this critical incident reflect the findings of your chosen self-analysis toolkit?

My Belbin profile report highlighted the first two preferred roles as Specialist and completer finisher, after the task it was clearly evident to me that I can be classify as a Resource investigator and completer finisher due to the various feedbacks from team members who noticed my performance during the task. (Belbin, 2010), Resource Investigators are so “enthusiastic, outgoing, communicative, explores opportunities and develop contacts”. This analyses my effort in the team as gathering information from team members during the task and coming up with bright ideas. Been a completer finisher I was able to focus through and pay attention to detail, motivated, anxious in searching out errors during the task and good at meeting schedules and also pointed out my ability to pick out others idea and develop it to resolve a problem.                    In addition, the toolkit identified low rate in “Shaper and Plant” As been creativity, imaginative, and free-thinking in order to generate ideas and solves difficult issues is very low and lack the ability to challenge, make changes in a team and overcome obstacles. These conclusions reflected my inability to generate any personal idea within diverse group, due to my knowledge of working in diverse cultural settings I was able to relate to my team members in order to have insight on what the task required.

 

Identify how you will use this learning in the future.

The feedback I got from the critical incident and toolkit result of Belbin team role illustrated my strength and major weakness. Been able to negotiate and enhance ideas when I find myself in the midst of multicultural individuals. Drawing from the findings of my toolkit it is obvious that during the task I intend to be more active generally in organising, coordinating and motivating the team members to attain specified goals. It also make me to understand the important of communication in organisation in getting to know more about people’s opinion, and ideas which also necessary aspect of a leader to be aware of management function in relation to organisational influences. (Ladyshewsky and Richard,2010) “Managers have to make an effort to know their staff at a personal level and engage in discussions which identified value”. As a future manager this learning will assist me in assessing the ability of individuals from diverse group and integrate their abilities into combine team effort.                 The major weakness of the incident is my inability to create sources of ideas, make necessary changes and taking a personal decision to resolves difficult problems in a team. Having found this interested weakness, I would work extremely hard toward developing personal ideas, being more creative and confidence of my initiative to generate action and thrive under pressure. So, as a future manager I will be able to elaborate the business objectives and services in an organisation, and meets both external and internal requirements of a leader. (Zaleznik, 2004). Positive experiences have beneficial impacts on the individual's self-esteem and self-concept because success leads to external and internal rewards that reinforce the individual's commitment to improve his or her self-leadership abilities. In conclusion, these findings will be a stepping stone to my managerial career because I will mainly focus on how to improve my strategic thinking and reasoning in order to be independently in creating ideas to accomplish organisational goals.

Q2. Template Two
My chosen toolkit is: MCI (Personal Competence) and Emotional Intelligence      
My results for this toolkit are: Low (Assertive, Thinking and Concept), High score (Teamwork, Relationship building and Social Communication)

 

Summary of critical incident

During the “Pipeline task” on the residential weekend. Team leader pointed out my abilities to motivate, participating in every angle of the group task but argued that am always working so fast without considering the instruction, or create ideas on the details that are important to the success of a task. That make it obviously that we did not accomplish the purpose of the task. I was not previously aware of this incident because I was actually working fast to ensure that task is done on time. While I understand that being active and encouraging team member to work effectively is important when working in multi-cultural group. But in a situation like this I try to make sure that everyone is actively involved in the work.

 

How does your thinking and behaviour in this critical incident reflect the findings of your chosen self-analysis toolkit?

Analysing the findings from the critical incidence; I evaluated the incident critically using the MCI (Personal Competence Model) toolkits by filling the questionnaires. This toolkit provides better self-understanding of work within multi-cultural groups. According to results of this model, my “Acting assertively, thinking and analyzing concepts” criteria is low i.e. “taking a leading role in creating ideas and making rational decision”. This were evident during the task as team members questioned my creativity ability and decision making skills, pointing out that I was not initiating any ideas and focusing on details that could help to attain the plans of the entire team. Whereas, “Being Communicative (listens actively…), relationship building and teamwork” appear to be in a high score. This frame work evaluated the feedback I received from team member at the residential weekend, which explains my strength and weakness. Therefore, I may conclude that Being able to covey thought and express ideas effectively, developing and maintains positive working relationship with co-workers by participating actively in accomplishing group goals, is not enough. I should also have the capacity to create ideas in having knowledge of any given concept and able to apply it practically when appropriate.                 In addition, Emotional Intelligence identified low rate on “Self-Regulation and Self-Awareness”, Golema.(1998) documented that, knowing one’s emotions, strength and weakness and an ability to accurately and honestly self-assess and also self-regulation is the ability to control and regulate one’s emotion and able to stay calm, clear focused when things do not go as planned. These concepts reflect on my inability to recognize self-emotions and effect as I lack confidence of taking responsibility for personal performance and being comfortable with novel ideas when working in diverse group. The toolkit made me to understand the important of self-confidence as it able individual to seek a challenge of completing and setting new goals for themselves.

 

Identify how you will use this learning in the future.

Results and feedback from team members during the residential weekend as well as the result from MCI (Personal Competence), toolkits merely reflected on my attribute as being an active team worker, and socialize communicator that take actions to improve relationship between other as well as willing to co-operates and works collaboratively toward solution that generally benefit all members and attain group objectives. This quality will help me in future to function effectively by acknowledging and work through conflict in a productivity way; share concerns and differing opinion in a constructive, positive way when working in a team either as the manager or leader.               However, Emotional intelligence toolkit also explained my ability as team motivator and social skills i.e. “being able to mobilise and encourage members towards achieving goals”, this attribute will assist me in becoming a successful manager as it will enable me to inspire, guide, improve and shaping the behavior of individuals in organisation which is essential for a good and creative social adaptation.

 

THE SUMMARY OF STRENGTH AND WEAKNESS WITH FOUR TOOLKITS

Belbin toolkit highlighted my major strength and weaknesses, as “Resource Investigator and Completer Finisher” this was best display by the ability to communicate, creating effective ways of picking ideas and developing it in order to find out what can be done to achieve a task. The developing ideas strength was indicated in the critical incident as feedback from my group member which assists to explain this quality as they pointed my capacity to enhance people’s opinion and analysing possible opportunities that helped the team in effectively execute group task in the first round of the residential. In addition, my weakness in the team was also observed as I lack the ability to generate action or create personal ideas which was evident during the task, which made me become so inquisitive towards my team.

 The key weaknesses of this critical incident was well highlighted using the MCI model result “Acting Assertive and Analysing Concept” by examining my lack of self- confident, so dependent on others ideas which was evident during the group work. This jitter effective contribution of ideas in the team. This toolkit concluded that I find it so difficult to stand or belief on my initiative while working in a group.

 Emotional intelligence toolkit helped in analysing my major weaknesses as low rate of “Self-Awareness and Self-Regulation” this was observed as inability to recognise personal emotion and its effect and able to maintain standards of honesty and integrity. This was the consequence of the feedback I received in my group as they questioned my concentration and initiative to detail (Instruction) of the task. The toolkit give clearer evident of my behaviour during the task, as I was able to communicate with my team member to ensure the given task is achieve but lack the capacity to assess my own self-worth, capabilities and Self- control in order to make useful contribution within the team.

 The Blockage Survey (Self), this toolkit  critically outlined  my key weaknesses as “ Incompetent self-management, Negative Personal values, Inferior Leadership and Low creativity” this has been my managerial Blockages which have affected my attribute during the residential and school group work. This laid emphasis on my inability to have values that are appropriate to lead and manage, not having coherent vision of what should be done and finally lack the capacity to generate new ideas. This reflected on the overall feedback I received while working in diverse group.
 

AREA OF PERSONAL DEVELOPMENT AS A FUTURE MANAGER

 Self-Empowerment: I will extensively focus on deeper understand of abstract ideas such as being curious in searching of meaning or purpose of a given concepts that will enhance my confidence and strength in other to overcome my weakness. This will help me to reflect on my personal values and skills. (Stanley, 2014), “Self-confidence is associated with being positive and no confidence associated with negative attitude, self-confidence to overcome self-doubt”. This will help me improve my contribution as an individual and as leader of a team.

 Self-Management Skills: I will mainly concentrate in making out time to practice how to control my natural skills, feelings and keep constant communication with follow students and lecturers in a manner that is clear and effective. This will enhance my social skill i.e., the ability to explicit what tasks need to be done in organisation.
 

 Creativity Skills: Creativity is essential to managers as it enable them to gain competence and be more creative, as a future manager I will involve in any exercise and activity that can adopt to foster a more creative mind-set in school.

 

 

 

 

      References
 

Borwankar, A,. & Ramakrishna, S. (2009). “potential for management development in NGO-private sector partnership”; journal of management development, 28(4), 326-343.
 

Belbin, R.M. (2010). Why they succeed or fail. (3^rd ed), Amsterdam: London Butterworth-Heeinemann.

 

Church, A. (1997). Managerial self-awareness in high performance individual in Organization; Journal applied psychology, 82(2) 91-281.   

 

Gregc, A,. & Romi, P. (2012). Self-awareness and the evolution of leaders: The need for better measure of self-awareness; institution of behavioural and applied  management, 14(1), 2-17

 

Goleman, D. (1998). What makes a leader? Harvard business review, 76(6), 93-102.

 

Goleman, D,. Boyatzis, R, & Mickee, A. (2001). Primal leadership Harvard business; Review, 79(11), 42-51

 

Karp, T. (2013). Development oneself as a leader. Journal of management development, 32(1), 127-140.

 

Kate, L. (2013). The art of self-awareness. Training Journals.

 

Kunnanatt, J. T. (2004). Emotional intelligence: The new science of interpersonal effectiveness. Human Resource Development Quarterly, 15(4), 489-495.

 

Linda, M. (2011). Teaching emotional self-awareness through inquiry: Clearinghouse  on early education & parenting, 13(2).

 

Ladyshewsky, k. (2010). The manager as coach as a driver of organisational development; leadership & organisational development journal, 31(4), 292-306.

 

Michelle, W. (2013). Enhancing self-awareness: Integrating Himalalan art in a career Journal articles; Test/questionnaires New York, Vol.20.

 Rossand, S. (2014). A conceptual model for understanding the process of self- leadership development action-step to promote personal leadership development; Journal of management development, 33(4), 299-323.

 

Rasheel, S,. Parveen, RN. (2015). Self-awareness as a therapeutic tool for Nurse/client relationship. International journal of caring service, 8, 211-216. 

 Thomas, ted A. (2006). The leadership battle book: A practical approach to leader self- Development, department of the Army headquarter U.S, 86(5), 109-112.

Thorn, M,. Mosher, & P,. Richard, F. (2015). Transitioning form psychologist to psychologist-manager; leadership and management skills for success: The  psychologist-manager journal, 18(2), 55-63.

Timmins, f. (2011). Manager duty to maintain good workplace communication skills; medical science- Nurse& Nursing (RCNI) 

Karol, M. (2009). Behind the door; keeping business leader focused on how they lead; Educational publishing foundation, 60(4), 314-330.