1.4.2.1 Implications On Learning Styles

1.4.2.1 Implications on Learning Styles
According to the LSQ, I can introduce myself as a reflector. Once, my manager asked me to come up with reasons for low deposit base at my branch. Even though I had my own opinions, it was hard for me to answer at the moment without analysing facts appropriately. Hence I promised to observe facts and present them in our next gathering. First I collected data such as client base, current portfolio, deposit statistics and illustrated graphs on growth and decline of deposit base in recent years. Then I analysed the results and paid my thorough attention to detail before derived a conclusion. Therefore, as a manager my learning style may help to learn from activities, have a review on the context and identify
Golding (1989) believes an evaluation on manage competence of an individual can measure base on competence methods using accepted criterias which evaluate individual values. Clarke (1996) identifies benefits of MCI as it prevents transmission of training and improves learners and evaluators in the context of employment centered evaluation while enabling organisation development and cultural change. Finally, competence practice of ethics may develop organisation structure and capacity to involve in training (Clarke, 1996). Wills (1993) coherently critiques MCI in the perspective of a radical complex manager and as a motivational inspiration for the interested parties in an organisation. When considering the overview of MCI competence it observes insufficient supporter companies in worldwide hence the concentration on explanation need to be developed more on input outlays than output and further highlights that the evaluation of competences may assure a manager as expertise and knowledgeable (Baker, 1991). Baker (1991) states limitations of MCI model as it stimulate weakness in management excellence and MCI competence methodologies may emphasis inadequate training on management and further, highlights output confidence may deliver inadequate knowledge. However, Frank (1991) expresses that MCI competence is a model which influence to
Communicating – Croft & Norton (2005) investigates that a decentralized communication structure will encourage great interaction between group members there by enhancing group performance. In my practical experience, generally I am good at sharing information and ideas with my team members and my clients. I listen actively; identify the information needs and present problems in ways that promote clients’ understanding. But my ability in adopting communication styles appropriate to listeners and using of media and communication is low.
Focusing on Results - A team, work towards a common objective (Croft & Norton, 2005). However, I feel my contribution on planning and prioritising and striving for excellence is low. I have more room to maintain a focuss on objectives, tackle problems and take opportunities as they arise and continually strive to identify and minimise barriers to excellence.
Influencing Others – As a manager, I feel lack of influencing the behaviour of others plan their approaches and communicate clearly using