We are making profit! In this week rollover we finally get to feel our company's SHV directly reflecting our efforts in this course. Long meeting time plus lots of calculations show how our team try hard and treat the simulation seriously. We are pleased about the result we get. However, there is a new question appeared on our path of business growth.
Our group has been taken over and we do not know what to do now, especially the group that took us over has taken control of our financial decisions including our debt (do not know either it is a good thing or not). They are able to decide either having debt issued from the bank or from our company. It is likely that they can control our dividends, investor public relation and equity as well. At the moment their CEO has contacted us for meeting up in order to plan what to do for the next rollover.
In my opinion I feel a bit surprised of the take over as we have just started getting our first return from the last rollover. I personally want coordination with the other team because this is perhaps the way that we can increase our SHV. By saying that the take over decision seems to relate to this week's reading. In a sense, managerial skills embodies consideration of both the technical and human aspects of the organisation. Yet this is also an ability to translate knowledge into action enabling coordination and integration of all business activities and interests of the organisation toward a common goal. Acquisition requires effective skills for executive development. When two companies come together, managers need to be cooperative and efficient on planning the organisation's future. In the process of individual specialty, coupled with actual practice and experience, superior's help and monitoring appear to be more effective.
As my role is HR manager, human skill has been applied to “human engineering” theory. The process of HR development has been more systematic and complicated. For workers, managers can apply psychology theory to help improving human problems. However, managers themselves have to regconise the need of self-development. I find the Davies' reading inspiring and interesting. At the same time I agree with the saying that “learning and developing from managerial experience”. Referring to the reading from week 1's reading “learning from experience through reflection”, I believe although managers have more difficulties on on-going learning than normal employees, they reflect on their own learning. They are more likely to “copy” from other high level workers or from senior.
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.