Authors Reflection on their learning experiences

Authors Reflection on their erudition experiencesThis text is a reflection of the study experiences of the author, particularly with regard to the acquirement experience of the MBA full time programme. The primary objective is to reflect on the scholarship experiences and to identify how the Knowledge levels, skills, attitudes, perceptions and values were neutered during the process. In an essence it is an attempt to capture the learning experience in to a formal structure, which at times has been informal, at sub-conscious levels and haphazard.The reflections of the learning experiences will adopt to an evaluation of the individuals current status in all visualises relating managerial effectiveness, which will in-turn, urge the identification and prioritisation of personal development needs. The end result is a concise, specific, and mensural and time bound personal development contrive.Initially the theory and importance of reflection in personal development is re heap ed, which is followed by the reflections on several make out learning experiences. The beside phase of the report is a critical evaluation of the antithetic lead modal values, which will include an exploration of the historical origins and evolution of different leaders styles. The third phase is an attempt to bridge the reflections on learning experiences and evaluation of leadership styles, deriving a personal development broadcast to raise managerial effectiveness.2.0 Importance of reflectionA laymans definition of reflection would be to ponder closely a past activity or series of activities, for an pillow slip a mother might think about how she does the weekly shopping for her family. As far as the academic context is concerned, the approach towards reflection is establish on commonsense, Moon (2006 p37) provides a commonsense location on reflection as Reflection is a form of mental processing- akin a form of thinking-that we wasting disease to fulfil a purpose or to achieve some anticipated outcome or we may be simply be reflective and wherefore an outcome can be unexpected.yet reflection has a deeper meaning in an educational context than the mundane activity that the commonsense based get word suggests. In the education and academic context reflection has an overriding purpose and directed towards a specific outcome. Moon (2006 P37) extends the commonsense based view as Reflection/reflective learning or reflective writing in the academic context is also likely to involve a conscious and literalise purpose for the reflection, with an outcome specified in terms of learning action or clarification. In this case the outcome is the personal development curriculum.The benefits of reflections are puddle it provides a structure for the haphazard process of learning facilitates the evaluation and provides directions for further development. Reflections aides the uncovering and dispelling of deep lying misconceptions and helps the transfer of sk ills, for cause the reflecting on the activity of doing the weekly shopping may help in maintaining stocks in small grocery or restaurants.3.0 MBA Learning JourneyThe MBA programme provides a wider spectrum of learning experiences, from divide room sessions to produce theoretical knowledge to real consultancy opportunities, aimed at enhancing the managerial effectiveness. The move around so far has taken me through many another(prenominal) different learning experiences. However it seems that the ideal starting point for the reflection process is the self, or the exploration of self sense.3.1 Self Awareness-Know ThyselfIn laymans definition for self awareness is wise to(p) ones self, however Williams points out that self-awareness includes many aspects Key areas of self-awareness include our personality traits, personal values, habits, emotions and psychological needs that drive our behaviours (Self-awareness and personal development Online) . Self awareness is the stand of personal development and managerial effectiveness.I considered myself to be very self-aware. I strongly believed that I had an accurate picture of myself, being very clear on my strengths, considered myself to be an analytical, logical, emotionally mature and prided on my converse and presentation skills. I never considered myself to be fictive, a part from that I always struggled to identify my weaknesses. The sole(prenominal) other weakness that propped out in my head time and time again was the poor time management. I believe in equality and fairness, strongly favour meritocracy and have non-negotiable key values.However it was at the applied learning experiences (ALEs) of the MBA programme that I low had the opportunity to test my level of self awareness through several sit arounds and practice.3.2 The Applied Learning Experience (ALE)The first applied learning experience of the MBA programme was held in a location in Ware, Hertfordshire. The first activity of the programm e was to fill a questionnaire designed to identify the each participants role in Belbins Theory.3.2.1 Belbins Team Roles- the Monitor EvaluatorMeredith Belbins team role provides a framework to analyses ones position within a team. The results of the questionnaire stated that I will be a Monitor Evaluator in a team. Belbin (1981 cited in Mullins, 2007, p332) states that the monitor evaluators are Sober strategic and discerning, sees all options, judges accurately, the allowable weaknesses are lacks drive and ability to inspire others (Belbin, 1981 cited in Mullins, 2007, p332). Initially this evaluation seemed to fit wholesome with my sense of self-awareness and I was eager to play my role within the teams maximising my strength and being conscious about my weaknesses.The programme consisted of five main activities, out which in one my team was very successful, partly success full in one and failed miserably in three activities. Each activity was followed by a feedback session all owing the participants to reflect on the successes and failures of each activity. The initial reflections seemed to validate my understanding of my role as a monitor evaluator, I played my strengths hale and failed to mitigate my weakness, or thats how it seemed. I tried to learn from the mistakes in one activity and play a better role in the next. However the next activity demanded an entirely different mindset and I couldnt help feeling frustrated, cheated and even stupid at times.In the final feedback session I was ball over to be perceived by the other team members as Creative, comes out with out of the box solutions, not clear in communication and at times unenthusiastic. This was somewhat a bitter pill to swallow, particularly because I prided in my communication skills. However I delivered the final presentation on behalf of our team. Using Obama style rapid question and answer techniques (fired up? ready to go?) managed to energize the audience and end with emphasising the importance of self awareness.Though the feedback seemed misconceived at that point, reflection helped me to recoup the pieces of the puzzle. Im good in articulating a point to a willing and listening audience, however fails and loose enthusiasm when challenged or when it seems the others are uninterested in my opinion. For an example one of the tasks demand a high sense of mathematical temperament usually found among physics students and software code writers, I had a plan which included the delegation of specific tasks to particular members whom I thought had the required skills, however I failed to persuade others and the task ended up in failure.The reflections on ALEs helped me to gain a more accurate understanding of myself, and propelled persuading skills and time management on to the top of my development need.3.3 MBTI ModelMyers -Briggs Type indicator (MBTI) is another model which I used during the learning journey of MBA. It is developed by Katherine Briggs and Isabel My ers in 1920s, its used as a self -report instrument that guides individuals in knowing about themselves (Handout, Nov 2009). My MBTI position was ENFP which indicates that the person is extrovert, daring and development oriented, a position common among entrepreneurs. The corresponding role in Belbins nine team roles is the Plant. This was a shocking apocalypse for me since I thought I was the complete opposite of an entrepreneur. However in retrospect it made me think deeper on creativity, and altered my view on my hold creativity.3.4 Creativity- Myths DispelledDuring the learning journey of the MBA, I had the opportunity to analyse my own creativity through several questionnaire designed to assess an individuals creativity and analyse the logical and creative aspects of ones thinking. Though I always seemed to be more of a logical person I scored above my own expectations on creativity. This led me to reflect profoundly on my own level of creativity, and helped me to uncover a nd dispel a misconception which was deeply rooted in me. I primarily considered creativity, as artistic creativity, this narrow view created a mental block and I perceived myself as less creative. However Mullins (2007 P192) states that creativity is the application of imaginative thought which results in innovative solutions to many problems. The video on IDEO Company, an American firm specialising in new product development altered my view on creativity on reflection the federation seems to have a fairly logical and structured approach towards creativity, though at first it may not be very apparent.These experiences broaden my horizons on creativity and thereby my development needs.3.5 Learning Styles- ReflectorAs far as the learning styles are concerned Im a reflector, however reflecting on learning styles lead to a clearer understanding of experimental learning. I developed IT skills primarily through experimental learning. The reflection and understanding helped me to overcome many mental barriers like fear of failure, which pr characters us from experimenting with things and learning from the experience.3.6 MBA- Alumni EveningsI view these events as an opportunity for networking. After every such event I reflect on the event to gather the learning or other benefits gained. However the list rarely goes beyond inspiration with hardly any progress in the networking aspect, which has the potential to facilitate mentoring. Thus enhancing networking skills is a personal development priority.3.7 Life and Career PlanningNaylor (2004 cited in Mullins, 2007, P720) explains disembodied spirit and career planning as people are support to develop and express personal goals with strategies for integrating goals with those of the organisation. The life and career planning is referred to as a technique, in the wider context of organizational development.I always valued to be a knowledge worker or a specialist, my ideal career was to be a market researcher specialisi ng in qualitative research. However the due to circumstances I embarked on a career in totally different sector. At first the prospects seemed promising, but my career and life priorities were in conflict with my role, thus what once seemed as a career gradually evolved to a job. Thus integrating personal goals with the career didnt seem to be an option. then the route to career life planning or career life congruence seems to be to enhance skills and knowledge through education and to re-align the career with life priorities. The MBA learning journey has broadened my horizons and the personal development activities are ultimately directed at the career-life priorities.4.0 LeadershipThe list of definitions of leadership is very long, however Mullins (2007 P363) captures the essence of leadership is a relationship through which one person influence the behaviour of other people. The emphasis on relationship and influence is important. This means that the leadership is inseparably lin ked to the group or team concerned.The leadership may occur at different contexts for example in organizational, national or global contexts. It may occur at different levels not necessarily at the top of a hierarchy thus Belbin (1997, cited in Mullins, 2007, P363) states there is clear implication that leadership is not part of the job but a quality that can be brought to a job Useems(2001 ed, Pickford. J, Cited in Mullins, 2007, P363) view of leadership is Leadership is at its best when the vision is strategic, the voice persuasive and the results tangible Useem (2001 ed, Pickford. J, Cited in Mullins, 2007, P363) sees leadership as primarily a matter of making a difference.As military strategy influenced the early thoughts on line of descent strategy, historically leadership was influenced by the command and control structure of the military. However many leadership styles have evolved since, the next table captures the key characteristics of the three main styles of leadershi p.Leadership StyleCharacteristicsAutocratic StylePower and the conclusion making authority lies with the manager, thus every aspect of the relationships with subordinates centres around the mangerDemocratic StyleA shared leadership style, Manager is part of the group or team subordinates can influence the decision making.Laissez-Faire(Genuine)StyleSubordinates have complete freedom The manager intervenes only on a necessary basis. This shouldnt be mistaken with poor leadership, where managers simply dont careThe justness of each leadership style depends on many factors. The leadership style adopted may depend on the status. For instance in a crisis situation an experienced leader with autocratic style may be more suitable over a democratic style of leadership, in order to facilitate better and quicker decision making. On the other hand democratic style is more common among project teams and professionals, while autocratic leadership is more prevalent where there is a wide gap bet ween the knowledge, skills and experience of superior and subordinates. The leadership style adopted is highly influenced by the nature of the business and the organizational culture, for instance militaries around the world adopts autocratic leadership style due to special nature of such institutions.4.1 Leadership and ManagementModern view on leadership is moved away from command and control and emphasis more on inspiring others. This has resulted in the blurring of lines of division between leadership and management. Mullins supports this view (2007,p 363).If leadership is more about inspiring others, it demands a specific set of skills, which enhances the ability to inspire and is an essential ingredient in a development plan aimed at increasing managerial effectiveness.My experiences in the MBA learning journey, particularly with relation to group work and previous work experiences make me believe that sound communication and listening skills are of paramount importance. Listen ing skills are important to link the disconnected pieces of information or opinions brought in by different members of a team.5.0 person-to-person Development PlanThe reflections on the MBA learning journey and exploration on different leadership styles was an attempt to identify my own development needs to enhance managerial effectiveness thereby influence the development of others.As part of the human enterprise module of the MBA, I had the opportunity to carry out a skills audit on myself. The skills audit itself a tool for identifying development needs, by grading ones perceived level in variety of skills.The skills audit, reflections on MBA Learning journey and the review of leadership styles have presented me with a wide array of development areas. However it is practically concentrate on a large number of skills, without conciliatory on the quality and depth. Thus I have used Brian Mclvors Priority Grid to prioritise my development needs.Brian Mclvors Priority Grid provides a framework to compare the importance of ten different skills (or development needs) against each other. The skills are compared on a grid against each other and the more important one is circled, at last the skills are ranked according to the score (or number of circles) (Please refer Appendix 1 for the part A and B of the format)When comparing the skills I have considered the relevancy of each skill to my career targets and the opportunities for improvement during the MBA Programme. The following table depicts my immediate development needs and the way forward.Skill/ Development areaCurrent realmDesired StateWay ForwardCommunicationGood when unchallengedMore persuasive,Good under all conditionsPractise before presentationsParaphrasing, in verbal communicationLearning from good communicatorsAnalyticalTakes time to understand the core snubTo be in a position to understand key elements of an issue quicklyDoing more case studies, Focused thinkingListeningLose interest, sometimes he ars only what wants to be heardEffective listening, hearing what people in reality say,Try to prevent from being distractedGiving undivided attentionProviding feedback, and refraining from interruptingPlanningUnrealistic planning, poor implementationRealistic plans, better implementationRevisiting plans to confuse unimportant elements, to make it more realisticMoving on to implementation at appropriate timeFrequent evaluationTime management on the nose on Time, struggle with deadlines, source of stressProcrastinate thingsMore effective time managementMinimise procrastinationActivity log to identify situations of futile time managementDetailed to do listsUnderstanding reasons for postponing,Personal targets, and rewarding for achievementNetworkingRarely goes beyond the initial superficial stageNetworking as a effective personal learning toolParticipating in more networking eventsBeing more prepared, background studyLearning to build rapport quicker,The learning journey of MBA taug ht me that personal development isnt an isolated process, its journey that relies on feedback from other. Feedbacks lead to reflections which help to continuously improve the journey. Though formal feedback from all angles (like in a 360 degree feedback process) isnt practical in this case, I would make efforts to receive informal feedbacks, at minimum on the progress.6.0 ConclusionI have critically reflected on my MBA learning Journey, focusing more on weaknesses that needs improvements. Being ones own harshest critic is infinitely beneficial than being the biggest fan. The outcome of the process is the development plan aimed at enhancing management effectiveness. The success of the plan depends on the implementation and feedback from others.