From an individual perspective, the problem I have as a student learning with managerial concepts of this course is the reality that it now looks good. Yet, during the semester it has been difficult to get my head around the course itself, use of the MikesBikes simulation and even access it, then the arduous job of submitting a learning journal for each week and taking on feedback from my fellow peers. I personally do not like the Daudelins reading but I feel for this week I will certainly entrench myself in it to gain an understanding the question that has been gripping me throughout this semester which is what does my learning look like? I am not a four process type person but I know I have to work with it and there is some good things about this reading which links to my reflective thinking. According to Daudelin (1996) it is reflection that aids your learning whether it be a concept, process or feedback in a four type category of reflective thinking and writing to analyzing experiences, summarizing of learning in reports, performance review sessions and problem solving. Daudelin even goes on to say that a reflection is a pure notion of function or thoughtful reaction to experience with the totality of valuing experiences and expectations. Even though, I would state that the learning only is made critical in the thinking and behavioral patterns of this writer, with the reading literature of this course. However, in the real world, feedback is an annual review, so this is made once a year based on performance in work and there is no management literature to draw from but that as an employee you draw from your experiences in relation to your job description. As a result, the performance review is to highlight to participate in the reflection process, learn from the experience, develop new procedures, empower others in decision making and planning to apply future actions. The MikesBikes simulation has made me learn that in my place of employment, I am a supervisor but in the simulation I am a manager. There is a difference because as a leader you get to be a part of the planning process to make change with decisions to ensure as a member of a team that you are applying all you know to whatever the project is. As a supervisor, you are the middle person to those at the front-line and those in management. In all, my learning is making me look at how I behave, why do I think, what is it that I am saying and who am I. Daudelins has helped me understand the kind of person I want to be which is a manager not the middle person I am, out in the real world.
As a member in leading this group, I would agree with Katz (1974) that a skilled administrator will need three personal traits of human, technical and conceptual skill sets. I believe that you can be very skillful if you are able to pool on two out of three of the skill-sets, and work hard to improve on the skill that needs working on. I feel that in the human skill, I like dealing with people and on face value this is where I can cement a positive rapport to ensure that respectful relationships are maintained at all times. In the conceptual skill, I like to hone on other team members and their strengths to cease on a challenge or opportunity that will mean beneficial to me and my group. Lastly, in the technical skill, I may fall short se like in my weakness in numbers but this is complemented in the group I lead where one member is an accountant major and I constantly watch her add numbers with percentages, and I reflect on these numbers as how they were derived. I am lucky, I even get to ask how did these numbers come about. As a consequence, it has made me a better student to learn from another to better my own way of thinking and my own way of doing, when it comes to numbers as it is my weakness.
From a group perspective, the problem we have as a group that we are keen to work together and strive for a favorable result in the SHV. I think we will need to learn how to gain such a result, then maintain to sustain it for the next couple of roll overs in the MikesBikes competition. In the Davies etal. (1984) reading, there is a high interest in the way managers learn to normal work experiences but does this mean that formal management training is being used? I would say, yes in part because the other part is what we all know as common sense. Management is not difficult and even though it has theories surrounding cycles, methodology or models, management is about a learning process that involves all participants in a business like finances, environment, employees, etc. and the developments from these key participants formulate a framework or structure for an organisation to foster a particular culture to ensure the business survives in good and bad times. The other part is that not all formal management training is used but is very helpful to resolve issues and help others learn to reflect to problem solve. In the words of our Market Manager, we cannot afford to be naive and our group absolutely agree with the want to meet, create and strive in our learning of Management 300 and the MikesBikes simulation.
In summary, as an individual learning to the Daudelin's theory of reflection, it is helping me to want to step up from Supervisor to Manager and as a member of group learning, to be a skilled administrator the want for harmony which brings healthy discussions for definitive decisions for the team environment to be invigorated with challenge, creativity and culture.
Daudelin, M. W. (1996). Learning from experience through reflection. Organizational Dynamics, 24(3), 36–48
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.