Finally we have come to the last learning journal of this semester (except for the summative one). Although the Smartsims simulation competition round has come to the end, this is not the end of our dynamic learning. From the first week we knew that learning through self reflection. The importance of self-learning relatively leads to the productivity of a person. The more the person learn from experience and then generate knowledge and expertise, the more productive and capable of that person. In the management sector, managers' knowledge and expertise do not come easy as they need to be absorbed personally. The skills cannot be simply imitated or copied from others. As I am a management major student, I have learned dynamically since I enrolled in this course. The content of the course is “free”; it does not necessarily require formal assessments like tests or examinations. The content of this course has created a bigger space for students to learn. What I mean by that is students are able to see their strengths and weaknesses through team working with other team members during the semester. Every rollover has characterised to fit different learning outcomes of the course. By the time we start playing the simulation, we learn how to communicate and “why teams matter” (Katzenbach, 1992) to create better communication platform with each other in the team. Then we learned about leadership. The level 5 leadership article (Collins, 2005) interestingly reveals the key to successful leadership in organisation. Higher level or senior managers have difficulties on continuous learning regarding to managing employees. The higher position they get to, the more harder they learn. Further up-skilling seems impossible for them but this is not true. The author suggested that they improve themselves by holding humility and will.
Moreover, other than individual learning and development, this course also provides material for organisational development. For example decision making regards to strategic planning according to blue ocean strategy. “Demand is created rather than fought over” (Kim & Mauborgne, 2004). We can think of that higher quality, lower price, higher brand or product awareness are reasonable drivers in order to increase demand of products. For improving brand or product awareness to the public, advertising is an essential activity. Business model is a promise to investors for return of profit (Magretta, 2002). It is like the heart of every business so managers can apply concept successfully and know how it complements a smart competitive strategy. Every business needs one business model, inclusively our bike company; running different business model means we need our decisions to coordinate with our strategy. Business determines how the pieces of business fit together like a system. Each part of the business cooperate together to create productivity.
Of course there is still much to learn about processes of development in organisations. There is no such an end for growth (Greiner, 1972). The evolution of organisation will change situation and condition around; people (especially in managerial roles) will get to keep learning until they are capable for the competition in the business environment, I believe this is just a pause for my learning life. I will always ensure that I learn all the time, even though after my university life I will still learn. My learning life as unlimited. Curiosity gives me motivation to seek new knowledge and skills. This is not only mentioning for business aspects, but also for self-accomplishment. By developing moral character there are benefits for myself in the future. Good personality requires high quality learning and reflection. If a person always reflect how he/she does in the past, he/she will know what values need to be taken and what negatives need to be dropped.
Overall,, in this journal I try to summarise everything up that I remember in this course briefly. I will have my detailed version put in my summative learning journal. I am happy to take this course because it has so much to learn not only from the course book or anything else.
Christensen, C. M. (2010). How will you measure your life? Harvard Business Review, 88(7/8), 46-51.
Collins, J. C. (2005). Level 5 leadership: the triumph of humility and fierce resolve. Harvard Business Review, 83(7/8), 136-146
Greiner, L. E. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 50(4), 37-46.
Katzenbach, J. R. & Smith, D. K. (1992). Why teams matter. McKinsey Quarterly, (3), 3-27
Kim, W. C. & Mauborgne, R. (2004). Blue ocean strategy. Harvard Business Review, 82(10), 75-84
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92