Describe your key achievement(s) over the last 18 months (as per guidance notes below) and explain the contribution or influence they have had on the organization’s performance: Educational Leadership and Management Coursework, UON, Malaysia

University University of Nottingham (UON)
Subject Educational Leadership & Management

1. ACHIEVEMENTS AND CONTRIBUTION

Describe your key achievement(s) over the last 18 months (as per guidance notes below) and explain the contribution or influence they have had on the organization’s performance. You should include measures and/or outcomes to illustrate your contribution where you can.

Guidance…

The organisation need not be one in which you are employed; perhaps you have recently changed employment or are particularly proud of what you have achieved in a formal, though voluntary, position you hold. For example, in a charitable body, a sports or leisure club.

Achievements will be personal to you and your role and demonstrate how you have delivered consistently effective performance within the last 18 months. Possible areas may include:

● Consistent performance in meeting or exceeding targets;
● Creating something that delivered positive results for your organisation; product, service or market development;
● Changes you have introduced which have improved operations and/or how people work;
● Making significant savings or performance improvement via a new way of doing things;
● Maintaining performance in the face of difficulties, e.g. reductions in staffing levels;
● Maintaining and sustaining your business model; motivating staff to retain skills; maintaining the level of turnover (even if not growing); maintaining established links with key stakeholders;
● Mitigating losses and sustaining business viability in recessionary times;
● Increasing profit or market share;
● Turning a department or business activity around.

To illustrate your achievement you should include measures where possible; “hard” measures e.g. savings made, or “soft” measures e.g. increased customer satisfaction.

A good starting place to identify your achievements may be from the performance objectives you were set, or from a recent appraisal. Or you might ask yourself – what am I most proud of having achieved or delivered in the last 18 months.

N.B. operational changes must be within the last 18 months. You should focus on outcomes, results or measures delivered in the last 18 months.

2. EXPLAIN HOW YOU USED THE SKILLS OF ‘LEADING PEOPLE’ TO ACHIEVE THE OUTCOMES IN SECTION 2 ABOVE

Select three of the leading people sub-skills from the guidance notes below. Using examples, describe specifically how you used each sub-skill to lead people effectively; focus on what you personally did and why.

Guidance…

You have told me “what” you did and now you’re explaining “how” you achieved the results identified in section 2. There needs to be a clear link between the narrative provided in this section and the outcomes you have detailed in Section 1.

Please select three sub-skills for this Leading People section from the list below:

● Provides clear purpose and direction;
● Inspires trust respect and shared values;
● Communicates clearly and succinctly;
● Develops and supports others;
● Resolves problems and conflicts with positive outcomes;
● Adapt leadership style to take account of diverse situations;
● Promoting wellbeing and valuing staff.

Using each sub-skill as a heading, describe how you have applied that skill; it is not sufficient to simply describe why the skill is important, you need to explain the following:

● what you did;
● how you did it;
● with whom or to whom;
● why;
● what were the benefits;
● how does this demonstrate your ethical approach as a manager.

It is important to explain what you actually did. For example: Stating “I provided support to the team” is fine; but how exactly did you provide the support? What methods did you adopt? How does this demonstrate your ethical approach and how did the staff (or others) benefit?

Where others are involved it is important to emphasise your own contribution. Try and give real-life examples of how you applied the chosen sub-skill (in around 400 – 750 words for each sub-skill).

There is no need to give any academic references here.

All the skills are equal – therefore choose those that you can most easily relate to the activity. For examples of how a sub-skill may be used refer to Appendix A

3. EXPLAIN HOW YOU USED THE SKILLS OF ‘MANAGING CHANGE’ TO ACHIEVE THE OUTCOMES IN SECTION 2 ABOVE

Select three of the managing change sub-skills from the guidance notes below. Using examples, describe specifically how you used each sub-skill to manage change effectively; focus on what you personally did and why.

Guidance…

Mirroring the requirements in section 3, please select three sub-skills for this Managing Change section from the list below:

● Creation of an environment to enable others to be creative, innovative and value quality;
● Identify opportunities for change and development;
● Scope plan and drive change;
● Manage others through the change process;
● Consistently apply strategic thinking;
● Take account of stakeholder issues.

Using each sub-skill as a heading, describe how you have applied that skill; it is not sufficient to simply describe why the skill is important, you need to explain the following:

● what you did;
● how you did it;
● with whom or to whom;
● why;
● what are the benefits;
● how this demonstrates your ethical approach as a manager.

It is important to explain what you actually did. For example: Stating “I provided support to the team” is fine; but how exactly did you provide the support? What methods did you adopt? How does this demonstrate your ethical approach and how did the staff (or others) benefit?

Where others are involved it is important to emphasise your own contribution. Try and give real-life examples of how you applied the chosen sub-skill (in around 400 – 750 words for each sub-skill).

There is no need to give any academic references here.

All the skills are equal – therefore choose those that you can most easily relate to the activity. For examples of how a sub-skill may be used refer to Appendix A

4. IDENTIFY YOUR PRINCIPAL LEARNING LESSONS

Reflecting on the experiences you have described in this submission, you now need to identify…

● What you have learned about your skills of leading people and managing change
● With hindsight what you would have done differently and why

Remember it is more about your behaviours rather than any process you used

Guidance…

Reflection is at the heart of developing the skill to learn continually from experience; reflection will be personal to you – it is what you have learned that is of interest here.

In this section you firstly need to critically reflect on your experiences, activities and use of the skills to draw out any learning that might help you in the future.

You may for example have discovered that you were better at handling conflict than you thought or were surprised that you aren’t as good at influencing and negotiating as you thought. How did you overcome any challenges? Were they easy or more difficult than expected?

So this in essence is where you reflect on your strengths and weaknesses; and where you may need to learn new or build on existing skills.

Then secondly, reflect constructively on how you might have done things differently and the lesson(s) learnt so that if you were to undertake a similar exercise in the future you could do things better

5. IDENTIFY YOUR FUTURE LEARNING PLANS

Drawing on your reflection in question 4 and any planned changes within your role / responsibilities you need to identify:

● The skills and knowledge you need to develop over the next 12 months
● The activities you plan to undertake to achieve these goals

What are your goals and what skills or knowledge do you need to develop to help you achieve those goals?

It is useful to identify what your learning aims and purposes are, the activities to achieve them and what time-frames you are considering.

This is an opportunity to demonstrate your commitment to your continuing professional development.

Remember that development activities are not restricted to formal training courses, and may occur through day-to-day activities, including: coaching and mentoring; delegation; secondments; experiential learning, or distance learning; lectures; talks; conventions; conferences; research and reading e.g. via the internet, books, journals etc.

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