Wiki contents

Journals

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

Blog updates

Recently Updated

Recent updates

Recently Updated

All updates

Skip to end of metadata
Go to start of metadata

This week I am coming to terms with how difficult it is to get back on track with MikesBikes after drastically falling behind. Our group has seen some turbulent times, which coincided nicely with the reading Learning and developing from managerial work experiences. Davies & Easterby-Smith (1984) describe ‘learning’ as short-term episodes, while ‘development’ is used for the long-term effects of individual managers. While I previously thought ‘learning’ covered all the bases, the ‘development’ of an individual is illustrated to be one step deeper into the learning process.

It was stated that managers (such as us in the MikesBikes simulation) that work in highly competitive environments are more likely of realising their self-development. In the practice rounds of the simulation, our team had smooth sailing all the way which gave us a sense of false confidence. Because we were doing well there was less to learn and develop from as there were fewer errors (or so we thought). However, after the detrimental first real rollover “the need for managers to change and adapt to changing circumstances” became evident, which is also one of the first steps of development.  We were forced into situations that we had never experienced before which challenged our knowledge of the simulation, as well as our technical skill (in using MikesBikes), human skill (relationships among group members), and conceptual skills (knowledge of internal as well as external forces) (Katz, 1995). Davies & Easterby-Smith (1984) 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”. Perhaps I should look at the turbulence affecting our group as an opportunity for us to develop from. Another somewhat positive way to comprehend this tough time is if we are successfully able to get back in the game and become a ‘real’ competitor, it will mean that our group has become more experienced in learning from our mistakes as well as our environment, and in turn have developed over time, while other teams who have not faced turbulence would not have experienced and dealt with this before.

Although MikesBikes is only a simulation, I think that if we had really experienced each MikesBikes ‘year’ as 365 days, our team would have experienced some undeniable self-development. As one participant articulates, “…it was the fact of being given responsibility for a discrete area of the business or organisation that was critical to their development: the need to take decisions under conditions of risk and uncertainty and to implement the resulting plans was, in some cases, exhilarating.” which is exactly how I feel about our roles in MikesBikes. Each one of us has been assigned a specific role which is all crucial to the well-being of our company. We have been facing a lot of risk with our decisions after our first rollover and it is strenuous to attempt to rectify our respective roles without damaging the company further. It is evident that being in new and unfamiliar scenarios enables one to develop, especially if left to one’s own devices. I hope that we are able to have learned from the previous weeks and worked together effectively in order to rectify our position in the market. Only 5 o’clock will tell.

References

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.

1 Comment

  1. Hi Sureena,

    You have shown you have a really sound knowledge of the readings this week and this shows well in your writing. I appreciate you have identified the problem your team has been facing this week and you have contrast this to the readings well. For future reference try to develop 'your' experience more by talking about 'I' or 'Me' as throughout your reflection you often talk about 'we' or 'us', the reflection should be on your experience this week not the teams overall experience. But as you go on you should get better at this, I didn't notice I was doing the same thing until Peter pointed the same issue out to me, it's really hard to talk about yourself! (smile) I can see you have started to follow Daudelin's approach to reflection in your first two paragraphs by 1. Identifying the problem then 2. analysing it, but your stages of 3. Creating some potential hypothesis to the issue and 4. Choosing your solution need more development as I'm struggling to find these aspects in your reflection. However, good job you have a good writing style and great knowledge of theory. I hope your team gets better in the future!