Master HRM Paper

Title: Personal, Development and Career Development

Contents

Introduction. 2

Effective Collaboration and Mutual Empowerment 2

Limitations of My Team’s Progression to High performance. 6

Proposed Solutions to Team-Progression Limitations. 7

Problems, Limitations and Progress in Engagement with Other Employees. 8

Conclusion. 9

Reference List 11

 

Introduction

Career and personal development is a continuous and lifelong process of learning, work, developing skills, leisure and managing all these factors concurrently. The goal of this undertaking is to attain an accomplished and fulfilled life in the present and in future. Moreover, personal and career empowerment are both components of the economy which drive productivity and effectiveness. Career development is anchored on both organizational and personal development. Organizational development looks at internal and inter-organizational management of careers and responsibilities. It examines how organizations structure career progress for all employees. On the other hand, the realm of personal development focus should be on psychological, social, academic and economic factors that, either singly or in combination, affect the outcome of work and work-related activities.

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Effective Collaboration and Mutual Empowerment

At the workplace, individual employees are assigned certain roles and responsibilities. Thus, the role of team work continues to be of great importance in corporate and career development. Organizations dedicate time and resources to ensure effective collaboration between all the active individuals as well as between the constituting parts of the organization. Effective collaboration between units ensures free and steady flow of information and directives relating to one’s profession (Wheelan 2009). Therefore, it is essential and necessary for focus to be on high performance as well as the sustainability of each employee’s career in particular and entire professions in general. This has been proved as one of the best methods of promoting the best input by each individual, in addition to boosting mastery of requisite skills.

Additionally, workers are being constantly assigned tasks and projects that require teamwork and collaboration between separate units performing separate functions. In this regard, I have realized that team work is not my favorite mode of operation. I have previously drawn more confidence and inspiration in projects where I am able to work on everything by myself and to outsource only in situations where secondary help is required, mostly in isolated situations of extreme urgency.  However, with the growth and diversification of work outlines, team work has gained growing prominence and importance as an enabler of success in diverse careers and industries. To adapt to this reality, I have endeavored to ensure that tenets of team work and collaboration are entrenched in my daily operations.

Besides, team work calls for flexibility in terms of one’s ability to quickly learn and adapt to new situations (Parker 2008). One could learn from the choices made in daily operations or from the experiences of professionals. More importantly, learning can be acquired from a personal level through an analysis of primary and secondary reference material followed by an in-depth examination of this material through personal judgment. The first stage of collaboration is setting the goals and strategies to accomplish these pre-determined goals. This is followed by their breakdown into smaller goals that can be assigned to people and tracked progressively over time. The process of outlining the goals is neither easy nor direct. The hugest milestone to cover is the synchronization of ideas and methodologies. Learning and experience constitute a major contributor at this stage. Some of the factors that affect learning include nostalgic clinging onto old ways that worked, ignorance or negligent attitudes towards new information, and wrongful questioning and bias in analysis or observation. I have learnt a lot from other professionals at all levels and it is quite obvious that one must be open and be able to actively learn and actually implement these lessons. As a member of many teams at the workplace, I have successfully been able to learn from everyone as well as impart teachings on other employees to the best of my knowledge. This open sharing of information and embracement of knowledge also promotes creativity, innovation, co-operation and collaboration within and between teams.

Besides, personal and professional values determine the smoothness of operations and their effectiveness (Brown 2015). In many instances, I have observed that my personal values threaten to clash with those of the profession or workplace. In such situations, I have made it a conscious goal to develop values of truthful service, honesty, self-motivation and managerial transparency. In team operations at the workplace, values often have a way of manifesting and branding the individual which, together with identification, could potentially work for or against an individual’s career prospects.

Furthermore, it has become clear to me that during collaboration, every individual has to evaluate his/her strengths and weaknesses on technical, social and emotional levels. I have constantly been identifying my strengths and weaknesses most of which have changed over the years. In a self-analysis and observation of these attributes, the possibility of being inaccurate also bears its own consequences which might be of greater impact than failing to analyze them altogether. To reduce inaccuracy, one should use a combination of his/her own perceptions and other people’s perceptions of them. Arguably, the most arduous task entails finding the right balance between both sources without bias.

Accordingly, the identification of strengths and weaknesses allows for the synchronization of tasks in various professions. This realization has allowed me to give my best results by focusing on my strengths while researching or seeking extra assistance in the areas where my greatest strengths lie. In general, a team whose members are well aware of each one’s weak and strong points achieves greater success in harnessing harmony, saving on time and yielding better results. The importance of this aspect of team dynamics should not be overlooked. Regarding personal evaluation, my clarity and personal assessment has led to a better grasp and understanding of myself as an individual and improvement in my contribution to collaborative efforts.

Unfortunately my confidence and strong sense of direction have also somewhat bore negative consequences on my team participation. In addition, perfection-driven behaviors and preference for personal initiatives have negatively affected my collaboration effectiveness. Though some of these qualities and traits are actually strengths, they tend to project an element of intrusiveness and arrogance on my part, thereby creating resentment and opposition among team members. In this respect, my team contribution has been greatly hindered and limited to a faulty manifestation. Despite these challenges, I have recorded great improvement and progress in my team and collaboration mentality that has since gone a long way in improving my performance and team interaction.

Essentially, there is a close link between external and internal factors in determining the level of collaboration in organizations, many of which now see the need to create suitable external and internal environments for their professionals (Parker 2008). External conditions should be characterized by security, comfort, motivation, communication and quantitative valuation of skills. On the other hand, internal environment encompasses the capacity for individual employees to improve their psychological, social and economic identities. Behaviors, ideologies and skills have equally been instrumental in my professional and career development. The same may be said to be true for other professionals who have excelled in career development by focusing a lot on authenticity, diligence, identity and mastery of skills to improve performance.

Limitations of My Team’s Progression to High performance

At the workplace, teams are always in a race to display performance that reflect an improvement from the previous one. However, there are many factors that end up straining team performance, among them management strategies, lack of a common goal and poor communication. Firstly, management strategies can be a hindrance to performance if team members are not in agreement regarding the most viable route to management effectiveness. It is normally difficult for team harmony to be achieved due to the diversity of members and differences in terms of the responsibilities allocated to each employee, conflicting personal interests, and varying career goals. Therefore, imposing the strategies of a previous team on the current one is always a risky undertaking. Some teams may require closer supervision and direction than others depending on the existing level of cohesion and harmony. Conversely, teams that are at advanced stages of operation may require minimal or no supervision at all. Managers of an organization may be said to have failed in their work if do not study the particular needs of specific teams in order to act accordingly.

Moreover, lack of a common goal is a major limiting factor for team progression. Even for small teams, reaching a common goal at the workplace may be harder and more cumbersome than it appears to be. Personal ideologies, beliefs and values normally come into play during the initial stages of goal formulation (Curtis 1994). Even in situations where members agree on the desired goal, the execution strategies and routes can become a major source of divisions and conflict. Lack of unity at this basic level can cripple the entire process leading to poor results.

Lastly, poor communication among members and teams at the workplace also constitutes a common source of disagreements and limitations that negatively affect collaboration and employee development. Regardless of the magnitude and level of the communication breakdown, the effects can be so huge that it may take a lot of time and effort for an organization to recover from. It is the responsibility of management to lay down the requisite frameworks for communication. As a corollary to this, employees should always take the initiative to utilize communicative abilities to improve both organizational outcomes and personal career goals.

Proposed Solutions to Team-Progression Limitations

To address the aforementioned limitations, managers and leaders must adopt a keen approach when implementing team-oriented strategies. At the workplace, authority coupled with open contribution and expression could be an effective way of identifying specific needs of various units (Fourines 1999). Participation and presence of the management is also necessary to provide security and promote confidence at the individual level. Establishing unity in goal formation and execution strategies can go a long way in attributing value to each individual as well as his/her contribution to overall team effectiveness and organizational excellence. A company’s executive team has a greater role of using its authority and legitimacy to create an environment of common understanding based on which goal are reached and individual expression achieved.

Notably, relationships between members have the potential to make or break the organization as well as its professionals. Communication breakdown and poor relationships tend to exist in a cause-and- effect matrix (Parker 2008). To address this problem, communication training should be offered to both managers and individual employees. Moreover, each professional should assume the collective responsibility of practicing effective communication in order to enhance workplace relationships (Hoover 2004).

Problems, Limitations and Progress in Engagement with Other Employees

Ensuring success of interactions with all employees at the workplace is a complex undertaking. It is a continuous process characterized by drastic and unexpected change. It exhibits individual traits as well characteristics of organizational culture. Consequently, the process of embracing change at the workplace can be complexly frustrating. Some employees are able to cope with change rather easily while others instinctively choose the path of resistance. In my experience, coping with changes is a challenging experience that takes time and great effort. Changes pose a strong element of uncertainty and mistrust. In such environments, change that has been brought about by factors such as transfers, fallouts or hierarchical mobility can cause social, economic and structural changes that require immediate adjustment. Furthermore, these adjustments may have rapidly emerging, unforeseen consequences that the affected organization must confront. Under these circumstances, I normally prefer to put emphasis on human relationships and the development of strong organizational bonds to create a sense of family and unity with all members at the workplace.

In every organization, interactions may be constrained by factors such as culture, politics, religion, education and race (Masters & Wallace 2000). Sadly these factors are ever present and very influential in professional interactions. The interaction and interdependence of professions also creates differences and rivalry between different professions. This leads to extreme competition between different professions and sectors in capacities that are more destructive than they are constructive.  The inter-dependence pattern is then disrupted and separate professions are not sufficiently able to sustain themselves. Extreme specialization in industries globally further worsens this situation and threatens to eliminate various aspects of profession and performance.

Amidst these limitations and challenges, I have proudly made substantial progress that I can count towards my personal and career development. I have acquired tolerance and appreciation of other cultures and professions that are different. This has gifted me with an open mind that is receptive to learn and even practice new approaches that are different from my normal. In my professional experience, the greatest accomplishment is developing a certain level of self-identity and understanding. I have also been able to study human psychology, motivation and human relationships. Most importantly I have valued the unit of human life and the great abilities that humans have during their lives to live complete and fulfilling lives in their own standards and measure.

Conclusion

Human development is as necessary for personal progress is as it is for career and professional development. Employees operating in contemporary organizations are increasingly becoming more aware of their responsibility in their personal development which then translates to career development, which should ideally be attained justly through teamwork rather than at the expense of colleagues’ wellbeing and interests. Prioritizing effective collaboration and mutual empowerment is a major step towards promoting professional, personal, and career development. Furthermore, every individual has to evaluate his/her strengths and weaknesses on technical, social and emotional levels throughout collaborative undertakings in order to achieve success all-encompassing success on personal, professional, and career fronts. An integral component of these efforts should entail address various factors that constrain team performance, including improper management strategies, lack of a common goal and poor communication.

 

Reference List

Brown, D 2015, Caree Information, Career Counselling and Career Development, Pearson, New York.

Curtis, K 1994, /From Management Goal-Setting to Organizational Results: Transforming Strategies into Action, Praeger, Santa Barbara.

Fourines, F 1999, Coaching for Improved Work Performance, McGraw Hill Publishers, New York.

Hoover, J 2004, Effective Small Group and Team Communication, Cengage Learning, Boston.

Masters, A & Wallace, H 2000, Personal Development for Life and work, South Western Educationsl Publishers, Nashville.

Parker, G 2008, Team Players and Team work: New Strategies for developing Succesful collaboration, Jossey-Bass, Hoboken.

Wheelan, S 2009, Creating Effective Teams: A Guide For Members and Leaders, Sage Publications, Los Angeles.

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