The need for individuals to take charge of the development of their own learning and careers has expanded for a variety of reasons: the rate of change in organizations is ever increasing, and the knowledge and skills needed to perform in our work settings is continuously being modified.
Having completed a personal inventory to assist in how our idiosyncrasies affect our relationships with others in the workplace can only help us be more effective managers in a marketplace that expects us to do more with fewer resources, yet maintain professionalism and excellence. That extra level of awareness can only help guide us through situations that could otherwise be fraught with obstacles and lead to needless inefficiencies.
The goal of this lecture was as follows:
DESIRED LEARNING OUTCOMES
? Describe one's own work needs; interpersonal styles; learning styles; role efficacy; management skills; and career management approaches.
? Describe how self-perceived strengths and preferred styles contribute to effective managerial performance.
? Identify content areas critical to effective public management, and proficiency in those areas.
? Develop a personal professional development plan which recognizes personal styles and strengths, and which proposes training and education activities to address areas of need.
These outcomes were addressed by several self-administered tests (administered prior to class, then reviewed during class): type theory, Role Efficacy, David McClelland's three basic motivators (1976), Personal Style Inventory (Hogan & Champagne, 1980), Kolb's experiential learning theory, Myers Briggs Type Indicator, and the Johari Window.
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