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Becoming An Effective Manager: Gap Analysis

3965 Words16 Pages

Reflection Journal

Reflection 1 Entry: What are the observed gaps in my Management style?

I learnt more about my management style; where my strengths and weaknesses lie. I identified the key roles for operating as an effective manager within my organisation. The Gap analysis also showed the required and expected competencies I should possess and the level of competency I currently operate in. Thus making it easier to consciously and decisively outline steps to help move from my current competency level to the expected level.
As part of my learning process, I inferred that a manager functions in one or more roles at varying instances. And that the importance of each role is within certain contexts. Some determinants could be: the nature …show more content…

There needs to be a quick response to crises, innovative ways of dealing with issues and creating solutions to problems.
Apart from being reactive, the manager is also tasked with the responsibility of anticipating disturbances and pro-actively putting things in place to either avoid, reduce or tackle the effects of these disturbances.

Resource Allocator
It is important to Note that resources are assets critical for implementing strategy. The everyday activities of an organisation has been cascaded from a Strategic intent on organisation. It is therefore critical that the manager is able to use, distribute and re-distribute his resources (personnel, finance, and equipment) in the best possible way to achieve results and deliver expectation.

Leader Because of the complexity of the workplace environment, subordinates need direction with regards to their everyday activities and deliverables. I also need to be a role model; and demonstrate exemplary leadership.
Entrepreneur
It is important that the outcome of one’s monitoring role; allows the manager to reflect, design products, and create processes that bring the much needed solutions to identified …show more content…

McGill & N. Beech, (2002) Reflective Learning in Practice, Aldershot: Gower Publishing. Chapter 4: 'Reflective Learning in Practice ' (pp.18-28)

Collins, J., (1999) 'Turning Goals into Results: The Power of Catalytic Mechanisms ', Harvard Business Review, 77 (4) pp.70-82, 184.

Margolis, J. D., & P. G. Stoltz, (2010) 'How to Bounce Back from Adversity ', Harvard Business Review 88 (1-2) pp.86-92

McDowall, A. F. K, & S. Marshall, (2014) 'Is FeedForward the way forward? A comparison of the effects of FeedForward coaching and Feedback ', International Coaching Psychology Review, 9, 2, pp. 135-146, SPORTDiscus with Full Text, EBSCOhost, viewed 3 February 2015.

Olsen, H., & B.Burk, (2014) 'Using Reflection to Assess Students ' Ability to Learn and Develop Leadership Skills ', Schole: A Journal Of Leisure Studies & Recreation Education, 29, 1, pp. 75-90, SPORTDiscus with Full Text, EBSCOhost, viewed 3 February 2015.

Yukl, G., (1989) 'Managerial Leadership: A Review of Theory and Research ', Journal of Management, 15 (2) pp.251-289. Retrieved from the University of Roehampton

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