Wiki contents

Journals

2019 Learning journals
2018 Learning journals
2015 Learning journals
2014 Learning journals
2013 Learning journals

Smartsims Support Centre

Blog updates

Recently Updated

Recent updates

Recently Updated

All updates

Skip to end of metadata
Go to start of metadata

As the semester and a year-long project reach an end, I can’t help but draw parallels between MGMT 300, MECHENG 700, and good ole’ MikesBikes regarding what I’ve learnt. We are consistently given assessments which are their own hellish version of a ‘trial by fire’ but only a select few courses contain an explicit learning potential. Perhaps the sadism had a purpose other than a singular drive to break a student’s spirit and rebuild them from the ground up. I certainly had doubts on their intentions until recently. It was only then that this week’s problem presented itself. Overcoming deadline time-pressures and juggling objectives were the obstacles to encounter and move past.

Drucker (2005) mention that people work and perform differently. Due to this and a myriad of other reasons, teaching skills to solve the problem of time-management is next to impossible. Only practice and self-reflection improve these abilities. That may explain the condensed assessment calendars which necessitated the need for getting a gold medal in the time-management Olympics. Fortunately, it did lead to something that I’ll carry with throughout my career. The ability to compartmentalise and prioritise is essential to a soft-skill toolset for any professional. Despite the differences in roles, everyone in an effective team must know what to prioritise and how to divide a task into smaller and manageable deliverables. Utilising this development in managing my team as the CEO during this week’s rollover only supported this revelation. Schwartz (2007) make the bold statement of disparaging multitasking despite many executives seeing it as a necessity. I’m inclined to agree as in my experience with projects, dedicating resources to complete a high priority task often results in better outcomes rather than undermining productivity.

These skills aren’t limited to the dimension of time. Prioritising tasks and decisions based on values of a company given sparse resources is just as essential. Drucker (2005) discussed the choice of running for short-term results or long-term with an underlying motive being the values of a company. Financial analysts believe that businesses can be run for both simultaneously while successful managers know better according to the article mentioned. The simulation readily attests this claim. Factory capacity, available cash, and the number of released products all needed to be juggled in increasing the all essential SHV of our firm to keep the shareholders' pockets full and their faces lit up with happiness.

Knowing the strategy of time-management, prioritising and resource management are only effective if the sense of mind to use them is available. Learning this the hard way involved occasional all-nighters as blood pumped through a caffeine system and then making actionable decisions on project deliverables. Decisions of a company require more intellectual acuity. Schwartz (2007) state that people taking more control of their emotions can improve the quality of their energy, regardless of the external pressures they're facing. Management is a skill not taught but refined at university.

References

Drucker, P. F. (2005). Managing oneself. Harvard Business Review, 83(1), 100–109. 

Schwartz, T. (2007). Manage Your Energy, Not Your Time. Harvard Business Review, 85(10), 63–73.

6 Comments

  1. Sounds like you have had a busy year! I also relate to Drucker and have really learned the value of time management during this course. Good luck for the last roll over!

  2. Hey Vincent,

    Great to see a fellow 4th year Engineer!

    On the reflection, fully agree with the deadline pressures and juggling objectives part (50-50 on the 'trial by fire' stuff). 

    Solid insight onto managing a heavy workload. If I had to bring up some constructive feedback it'd be to have a really clear action statement which makes it easer to implement.

    Well done on making through this far, you are not alone (smile).

    Kashyap

    1. Right back at you Kashyap! I'm so glad to know I'm not the only one going through this. The finish line is in sight, right?
      The display day and dinner felt like this final conclusion on an incredibly long chapter. Just have the presentation conference left.


      1. Ace it bro, gl for whatever's left.

  3. Hey Vincent,

    Not to sure on why I have a previously submitted learning journal as the one I'm supposed to review but I guess its what the system wants. 

    Overall, it's easier to write up my review of your learning journal as I can only robotically nod along in agreement to what has been said by your reviews previously. 

    However, one minor point of improvement would mostly align to the implementation of Dadudlin's framework to further delve into your concerns raised juggling deadlines.

    Also, appropriate referencing have been utlised within your reflection when you highlight aspects drawn out by Drucker and Schwartz.

  4. Awesome learning journal. 

    Good luck for the rest of the semester.