Week eight has been an interesting, challenging and intense week for me as a marketing manager. Although everyone has gotten used to their role and I have gotten used to do the calculations and management of data, the feeling of stress and pressure however has been growing up in my head. For the past couple of weeks which we didn’t launch as much products as we do now, what I needed to do was discussing with other departments checking how much we can possibly put into marketing and then do the calculations for each segment. However, our team started launching different products which gave me quite a big challenge. Since we couldn’t possibly just keep increasing budget on marketing forever, I had to change my strategy. Instead of getting the total budget number from the other departments, I calculated the minimum budget and gave it to CFO.
Indeed, I could have done this earlier because I had this thought quite a while ago but I didn’t take action at all and just tried to continue doing what made the work easier. By changing my strategy and actually taking action, I think at least I achieved what Katz (1995) described about “an ability to translate knowledge into action”. Moreover, Davies & Easterby-Smith (1984) argued that “learning and developing occurs through work experiences.” I did not even spend time on thinking about the difference between learning and developing. What I believed was once I have learned; I have developed my skills, thought and so on simultaneously. However, after reading this week’s readings, I suddenly found out that succeed in learning did not automatically develop myself. If you didn’t translate knowledge into action (Katz, 1995), you were not developing your work even yourself. Davies & Easterby-Smith (1984) described “learning” as short-term episodes, while “development” is used for the long-term effects of individual managers. Therefore, we can’t just learn, we have to take action and develop ourselves. Wait a minute, how to develop then??
Davies & Easterby-Smith (1984) mentioned that experience is the key to the development of managers, with specific types of experience being more effective than others. Development can occur in a number of ways, but the most important thing is that individuals are given the opportunity. In my opinion, every member in our team had the opportunity to learn from experience and develop. This is because of the freedom and autonomy given by our CEO and our lecturer. We all got change to make our own decision and to try using our own strategy as long as we were following our team’s big strategy and working towards the same goal. Davies & Easterby-Smith (1984) also stated that “the amount of change and turbulence that was experienced in the company’s environment tended to be reflected inside the company in terms of opportunities for managers to develop from”. I didn’t think our team had faced any major turbulence but we did change our strategy once last week. That was absolutely a great opportunities for us to learn and develop. We learned from success and failure which was the best week for us to re-evaluate our team’s direction. Our team indeed succeed developing from last week’s experience.
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.