Manage Personal Work Priorities and Professional Development

This document discusses the importance of managing personal work priorities and professional development. It explores how team leaders and workgroups can align their goals with the organization's strategic goals and identifies the company documents that can assist in this process. The document also explains the Urgent/Important Time Management matrix and provides an example of how it can be used in the workplace. Additionally, it describes seven strategies for effective time management and discusses the main ways feedback is used to improve performance in the workplace.

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Manage personal work priorities and professional development
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2b. how can team leaders and workgroups ensure that their goals are aligned with the
organizations strategic goals? Which company documents are likely to assist you in
identifying these goals and enabling you to align your personal and organizational goals?
Team leaders and workgroups ensure that their goals are aligned with the organizations
strategic goals by clearly communicating strategic objectives of the business across the
organization (Reichard & Johnson, 2011 p.33). To speed up the process, leaders can enhance
interdepartmental goal visibility by allowing other leaders to see and access the goals of other
departments. After the establishment of the company goals, leaders can follow up by setting
goals for their specific department which concisely support their overall business strategy. The
company documents used include the organizational strategic plan and the organizational vision
and mission statements.
4. Describe the Urgent/Important Time Management matrix. Consider your own
workplace and identify a situation where you could use the matrix to identify and either
eliminate or re-prioritize an unnecessary or unimportant activity.
The Urgent/Important Time Management matrix assists in the rapid identification of
activities that a person should focus on and the activities that should be ignored (Sturman, 2018
p.360). Q1 involves the plans (important but not urgent), Q2 involves the Crises (Urgent and
important), Q3 involves the Distractions (Not urgent and not important) while Q4 involves the
Interruptions (urgent but not important). The Urgent/Important Time Management matrix
challenges the role played by habitual activities and gives an individual the chance to regain
control of their external demands and their environment instead of allowing the factors to control
them. For example, in my workplace I would ensure that I invest more time in Q1 including

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activities like creating a savings plan and budget, and longer term planning so as prevent most of
the urgent activities in Q2 and get a balance in Q4’s demands.
5. Describe the 7 strategies for effective time management.
The 7 strategies for effective time management are;
 Start your day with a clear focus – assists in the determination of what one wants to
achieve on a particular day and what must be accomplished.
 Have a dynamic task list – One should list the activities and tasks they must do and
regularly update the list during the day.
 Focus on high value activities – Involves focusing on the identification of all activities
having the most positive effect
 Minimize interruption – Minimizing interruptions enhances effectiveness.
 Stop procrastinating – to eliminate procrastinating, one should create their own deadline.
 Limit multi-tasking – The aspect enables on to focus on one thing only.
 Review your day – Reviewing the task list ensures that one checks if they have achieved
the day’s targets.
8. In your workplace, what are the main ways that feedback is used to improve
performance (e.g. from employees to supervisors, from customers to service staff or
marketing)?
a. Giving Positive Reinforcement
Providing feedback to staff through performance praises can encourage good work habits and
continued productivity.

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b. Evaluating Performance
Performance evaluations give managers an opportunity to give feedback related to the
organizational objectives and goals.
c. Inviting Input
When employees are free to offer feedback, managers can gauge the morale of employees and
assess their management style.
d. Communicating expectations
Giving feedback through everyday interaction and formal reviews provides managers to
communicate their expectations to the employees.

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References
Reichard, R. J., & Johnson, S. K. (2011). Leader self-development as organizational strategy.
The Leadership Quarterly, 22(1), 33-42.
Sturman, K. (2018). Getting the most out of your time. The Veterinary Record, 183(11), 360.