What an exciting way to end the week! With the way in which my team have progressed in terms of Mikes Bikes and our strategy, everything is working well in our favour.
“Managers learning from normal work experiences” (Davies & Easterby-Smith, 1984). I think this really is how we learn best, through experiences. Again, this learning from our experiences comes from us reflecting. With this course, we are not sitting down listening to a lecturer explain a whole bunch of theories that we may never use in our life but it is more hands on. We are given the opportunity to learn skills through working with Mikes Bikes and with one another, feeding off the knowledge of one another therefore adding to our own pool of expertise. I have heard that “formal management training ever gets used at all” (Davies & Easterby-Smith, 1984) so many times and to an extent think it is true, as I mentioned above we are more likely to learn through experience. Not just having set structures for all to follow but allowing managers to experience through new situations. Most of us entered into this course not knowing a lot about Mikes Bikes or even how our teams would be however we are learning with our practices and involvement with it. A developing culture should exist within organisations as, what worked five years ago may not work now and, what works now may not work in the future and so on thus cultivating an environment that places an emphasis on not only learning and but development.
I liked the purpose of Katz (1955) paper, “suggesting a more useful approach to the selection and development of administrators. I find this being executed in my team. We work with each other’s strengths rather than becoming absorbed in finding certain traits, identifying skills a person already has and using it. Just a change of mind-set to provoke thinking about “what a person can do rather than what he is” (Katz, 1955) can make a huge difference in overall performance. The three basic skills that are stated: technical, human and conceptual are not complicated but reasonably realistic goals that are achievable. This reading has motivated me to work on these three areas personally because I think that they not only apply to effective administration but are transferrable in various other areas.
Davies, J., & Easterby-Smith, M. (1984). Learning and developing from managerial work experiences. Journal of Management Studies, 21(2), 169--182. doi:10.1111/j.1467-6486.1984.tb00230.x
Katz, R. L. (1955). Skills of an effective administrator. Harvard Business Review, 33(1), 33--42.