Unit 5001 Unit 5001- Personal Development as a Manager and Leader
Joanna Speed
Unit 5001- Personal Development as a manager and leader
A.C. 1.1
Continual Self-Development is the approach where an individual takes prime responsibility and ownership for their own learning and development. This approach requires motivation and commitment in order to exploit learning opportunities and minimise the impact of weakness. A continuing self-development should be undertaken in partnership with the organisation and self-development should enhance the role held within the organisation. There are many benefits to be derived from continual self-development: improve performance and self-confidence; identify and develop specific skills and qualities; increase learning capacity; help achieve potential.
There are many benefits to an organisation if continual self-development is promoted; the workforce will become more skilled and there will be less staff turnover. Staff who are given training opportunities are more likely to feel valued and therefore will be more committed to the organisation. Continual professional development will also help greatly with succession planning within the organisation as it is better to promote talent from within the organisation than to recruit externally. Staff who have been given training opportunities will naturally be more dedicated to the aims and objectives of the organisation as they will feel valued.
It is important that the business plan objectives of the organisation are taken into consideration when building a Personal Development Plan, as any personal development should complement the organisation’s plans. If the business is implementing any new systems or procedures that require specialist training then this should be built into the training plan along with any inspirational training that an individual requires.
A.C. 1.2
Working as General Manager I am responsible for the Support Services Team who maintain non-clinical services in the hospital. The team is made up of three individual
Unit 5001- Personal Development as a manager and leader
A.C. 1.1
Continual Self-Development is the approach where an individual takes prime responsibility and ownership for their own learning and development. This approach requires motivation and commitment in order to exploit learning opportunities and minimise the impact of weakness. A continuing self-development should be undertaken in partnership with the organisation and self-development should enhance the role held within the organisation. There are many benefits to be derived from continual self-development: improve performance and self-confidence; identify and develop specific skills and qualities; increase learning capacity; help achieve potential.
There are many benefits to an organisation if continual self-development is promoted; the workforce will become more skilled and there will be less staff turnover. Staff who are given training opportunities are more likely to feel valued and therefore will be more committed to the organisation. Continual professional development will also help greatly with succession planning within the organisation as it is better to promote talent from within the organisation than to recruit externally. Staff who have been given training opportunities will naturally be more dedicated to the aims and objectives of the organisation as they will feel valued.
It is important that the business plan objectives of the organisation are taken into consideration when building a Personal Development Plan, as any personal development should complement the organisation’s plans. If the business is implementing any new systems or procedures that require specialist training then this should be built into the training plan along with any inspirational training that an individual requires.
A.C. 1.2
Working as General Manager I am responsible for the Support Services Team who maintain non-clinical services in the hospital. The team is made up of three individual
Bibliography: IOSH Working Well Booklet Business Balls website CMI Pathways to Management and Leadership Appendix 1 Appendix 2 Appendix 3 Personal SWOT analysis