Developing individuals teams and organization

Environment 8 3. Lack of Confidence 8 4. Fear of Failure 8 5. Fear of Change 8 P3Differences between organisational and individual learning, training and development. P4 The need for continuous learning and professional development to drive sustainable business performance 9 Advantages of continuous professional development 9 High-performance working (HPW) 10 Performance management 10 The element of performance management 10 LO3 11 LO4 11 Effective communication 11 Collaborative working 12 REFERENCES 13 Developing Individuals, Teams and Organization Developing individuals, teams and organisation is the most important in any organisation in the effort of improving their performance on the individual, group and the organisation at large. It demonstrates the employee determination, their ability to assess different scenarios, their commitment to be 100% sure before answering to their employer. Flexibility/adaptability Employees who have the ability to manage multiple assignments at the same time, and are flexible enough to work under ever-changing conditions, environment, management and rules is highly appreciated.

An employee who is willing to work under a multitude of changing circumstances is needed and sought by every employer. Being able to adapt from one working environment to the next, or even from one type of assignment to another, is a big advantage for every employee for it demonstrates the individual's commitment to the organization and will influence their career progression in the organisation. Interpersonal abilities The ability to relate with others within the organisation is a crucial concept considered by the employers. Leadership/management skills The ability to manage people is a very powerful skill in an individual. Not only can they inspire individuals to do what is right, but can also guide them along the way, and can monitor their progress in every step.

The ability of a leader to lead a group and manage the individuals in a way that does not impede their progress and insult their judgement is highly desirable in today’s workplace. Every Human resource manager is looking for this quality in the employees. Self-confidence Employees should be self-confident they must be able to believe in their skills and abilities. Concertation on one work up to the completion, dedication to work, friends and parents are some of my weakness. Opportunity: Being afraid that I am not fit for any position of work as caused me to miss out so many job opportunities. Even after graduating with the bachelors of commerce I also felt not fit for the job market and I made up my mind to get my own business.

Threat: I face many threats I faced in my life, and thought on the way to solve them. Some of these threats are: Coping with after university life, Career issues, family responsibilities and many others Professional skills audit demonstrating evidence of personal reflection and evaluation. Learning cycle Kolb and Lewin learning cycle Kolb states that learning involves the acquisition or gathering of abstract concepts that can be applied flexibly in a range of situations.   The Kolb’s theory stipulate the impetus for the development of the new concepts is provided by new experiences. He says that learning is a process whereby knowledge is created by transformed experience (Kolb, A. Y. Kolb, D. Prefer to analyses and synthesis, drawing new information into a systematic and logical theory.

• Apply theories • Need background information Pragmatist These people need to understand the way to apply the skills in real-world situations. • Problem-solving • Discussions Reflectors These are people who learn from observing and thinking about what happened. They prefer to sit back and observe experiences from a number of perspectives. • Paired discussion • Self-analysis questionnaires • Feedback from others • Personal analysis questionnaire Barriers to learning 1. An atmosphere of supporting and encouraging the trainees should be maintained throughout the training. Lack of Confidence Lack of confidence among the trainee can be caused by many of the other factors below, but can also occur independently, and falls into two groups: Lack of confidence in performing within the training and lack of confidence in their existing skills. In case when someone feels unconfident in the training environment, it may be that they are naturally shy or worried about not learning as quickly as others.

The training course should be responsive and designed to fit the needs of a diverse group, to avoid anyone feeling singled out as slow learning or frustrated if they pick it up more quickly. Fear of Failure Individuals fear to fail in the training and in their new expectations after the training. There are four processes constitute the act of learning in an organisation 1. Understanding—gaining new insights and ideas based on personal experience 2. Interpreting—deducing relationships among insights, including the ability to explain the relationship to self and others 3. Integrating—assimilating new insights into groups to allow for collective action 4. Institutionalising—implementing the shared understanding through organisational rules, procedures, and strategies P4 The need for continuous learning and professional development to drive sustainable business performance The continuous learning ensures that someone increases the knowledge and skill and ensures that he or she is competence in their profession.

A. Practices that can be used to introduce HPW practices in an organisation. Allowing employees' autonomy over their work styles, i. e. a decentralised structure and reinforcement of self-management. e. regular communications detailing organisational changes so that employees feel informed and consulted. Emphasising learning and development, i. e. providing employees with opportunities to learn new skills and enhance the skills they already have. Monitoring. This means that your Employees use performance management tools to keep track of their performance at work, which will give them ownership of their development an essential quality to cultivate in an effective employee. Development and Improvement When the monitoring of the employees have been done for a specific period of time and through a number of ways, encouragement of further improvement and development is need to be done.

If an employee is on target to meet his or her goals, the effective performance manager will not stop there, but encourage ways in which to help the employee exceed and go beyond their indicated goal. Periodic Rating Periodic rating of the employee is encouraged rather than waiting until he set judgement day when working on strengthening the performance management system. The cognitive aspect of the employee engagement concerns employees' beliefs about the organisation, its leaders, and working conditions. The emotional aspect concerns how employees feel about each of those three factors and whether they have positive or negative attitudes toward the organisation and its leaders. The behavioural aspect of employee engagement is the value-added component for the organisation and consists of the discretionary effort engaged employees to bring to their work in the form of extra time, brainpower and energy devoted to the task and the organisation.

LO4Ways in which performance management, collaborative working and effective communication can support high-performance culture and commitment. A high-performance culture is a set of behaviours and norms that help an organisation to achieve the best results by setting clear business goals, defining each employees' responsibilities, creating a trusting and conducive environment, and encouraging employees to continuously grow and reinvent themselves (Paskevich, D. This involves a commitment to a shared goal and interdependence that comes from the understanding that what is accomplished together is higher than what can be accomplished individually. REFERENCES Örtenblad, A. What does “learning organization” mean?.  The Learning Organization, 25(3), pp. Gomez Zaccarelli, F.  Academy of Entrepreneurship Journal, 24(2). Kolb, A. Y. and Kolb, D. A. Developing high performance working through case study evidence.

 Development and Learning in Organizations: An International Journal, 32(2), pp. Kearney, R.  Public sector performance: management, motivation, and measurement. Routledge.