Assignment: Individual Reflection: Blueprint for Professional and Personal Growthâ€“Your Future as a Manager, with Executive Summary of Class and Collaboration Skills
As you begin this assignment, review the broad range of topics presented throughout the course related to managing people and fostering collaboration. Clearly, 8 weeks does not provide enough time to explore all the topics of this course as deeply as you might have liked. For this final Individual Reflection, select concepts or topics that resonated with you during this course and commit to learning more about them. To bring this commitment to life, identify concrete action items that will support your goal to deepen your personal learning experience in the coming year. Then, consider the following:
All components of the assignment must be turned in as one document:
Guidance on Assignment Length: Your BPPG, including the Executive Summary (which should be 2â€“3 paragraphs in length and no more than one page single spaced), your strategy and action plan should be 3â€“6 pages total (1.5â€“3 pages total if single spaced). Refer to the Week 8 Individual Reflection Rubric for grading elements and criteria. Your instructor will use the rubric to assess your work.
Blueprint for Professional and Personal Growth (BPPG): A Potential for Self-Plagiarism
When developing your Blueprint for Professional and Personal Growth (BPPG) for this course, you may find that you are utilizing some information that you presented in the discussions or assignments in this course or information that you have presented in previous courses, including previous BPPG submissions. Walden recognizes this situation with the caveat that you may use only small portions of your previously submitted work as background or foundational material for additional development in a subsequent assignment or research project Refer to Section 3 of the Student Handbook, Academic Integrity section in the Code of Conduct: found at http://catalog.waldenu.edu/content.php?catoid=155&navoid=51011. However, when doing so, you must be careful not to commit a form of academic integrity known as self-plagiarism. If you reuse sections of your previously submitted work without providing the proper citation and reference, you are committing self-plagiarism. This is a violation of Academic Integrity as defined in the Student Code of Conduct.
To ensure that you follow the Academic Integrity standards you must take care to properly cite and reference any reused sections of previously submitted work. For example, if Johana Smithe reuses a section of their BPPG from the previous class, they would cite this section as a quotation: (Smithe, 20xx, p.y) and provide a reference in the Reference page: Smithe, J. (20xx). Blue print for professional growth for WMBA60xx. Unpublished manuscript, Walden University. Please take some time to review the information at the Writing Center concerning self-plagiarism and how to properly cite yourself. Link to the Writing Center on Citing Yourself https://academicguides.waldenu.edu/writingcenter/apa/citations/citingyourself
Document: Week 8 Weekly Briefing (PDF)
The Weekly Briefing provides an essential introduction to the content and concepts that you will be studying during the week. After viewing the weekly Introduction, the Weekly Briefing should be your initial reading each week.
Christensen, C. M. (2010). How will you measure your life? Harvard Business Review, 88(7/8), 46â€“51. What you learn in your professional life can have application to your personal life. This article shows how management principles such as resource management and developing personal skills can be used to improve all areas of your life.
Hill, L. A., & Lineback, K. (2011). Are you a good bossâ€”or a great one? Harvard Business Review, 89(1/2), 124â€“131. Hill and Lineback, discuss their observations of many good managers who tended to stagnate and failed to improve. The authors discuss methods you can use to avoid stagnation and become a great manager by managing yourself, your network, and your team.
Pfeffer, J., & Veiga, J. F. (1999). Putting people first for organizational success. Academy of Management Executive, 13(2), 37â€“48.
While most organizations pay lip service to the maxim, â€œour people are our most important asset,â€ it is rare for an organization to protect and develop its people to build an enduring competitive advantage. This article draws on research to argue that the quality of staff development and how companies manage their people are the most important organizational strategies companies can and should make.
Laureate Education. (Producer). (2013b). Course preview [Animation]. Retrieved from https://class.waldenu.edu
This was my post for week 3 :
RE: Week 3 – Discussion 2
A positive the professional experience that motivated me to work at my best was a recognition by one of the senior persons in an organization that I worked for. He commended me for my work and assured that I would have immense progress in my career if I continued working with the same zeal. The experience was highly motivating even without physical or financial rewards. However, I have also had a challenging professional experience where one of the managers asserted that my performance was below any acceptable standards. The task would have normally taken three days, but I had to complete it within six hours because of urgency. The experience was highly demotivating since I had done my best given the short deadline.
The experiences taught me much about intrinsic and extrinsic motivation on my performance. It became apparent that intrinsic motivators had the most impact on my performance. It had more influence compared to the extrinsic motivators that I had received in my professional life. According to Amabile and Kramer (2011), most managers perceive recognition for good work as having more impact on motivation compared to tangible incentives. I tend to align with their observation whereby intrinsic rewards are more impactful relative to extrinsic ones. They are the main sources of job satisfaction.
My one sentence is â€œIt is best to leave a place better than I find it even without tangible benefits.â€ The sentence is meaningful since it influences my perspective of things. Even in places where there are no rewards, I perform at my best to affect the lives of others, and I derive satisfaction from seeing the results of my work, even when there are no tangible benefits such as financial incentives.
Amabile, T., & Kramer, S. (2011, May 1). The Power of Small Wins. Harvard Business Review. https://hbr.org/2011/05/the-power-of-small-wins
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