BSBLED401 Macville Coffee Company Professional Development Report

This report is a professional development analysis for Macville Coffee Company, prepared by Syed Muhammad Haris. It evaluates the skills and development needs of key team members: Graham, Gino, and Maria, highlighting their strengths and weaknesses in areas such as management, interpersonal skills, and technical expertise. The report introduces Macville's organizational values, emphasizing self-managed teams and leadership development. It details the interpersonal and situational leadership styles adopted by the company. Furthermore, the report identifies the critical management skills, including conceptual, interpersonal, and technical skills, necessary for effective management. The report also proposes a professional development plan, including mentorship and a timeline for skill enhancement, aimed at addressing the identified gaps and preparing the author for a senior management role within Macville. The report concludes that professional development is crucial for individual career progression.

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BSBLED 401
Syed Muhammad Haris
ACMi0100
MACVILLE
PROFESSIONAL
DEVELOPMENT REPORT

Company Name:
MAcville Coffee Company
Staff Name:
Graham
Maria
Gino
Reported By:
Syed Muhammad Haris
Duration of Report:
Quarterly report
Team Members Profile:
Graham:
Manages the purchasing for your team. This is a critical role for the organisation but his
ability to manage multiple tasks and stay focused are what delivers his above-average
results. His administration skills are good and he consistently meets deadlines. His
strong personality and his ability to articulate new information he has briefly heard has
served him well on many occasions. Graham does not like reading reports and meeting
minutes, and prefers to call/talk to a person rather than negotiate via email
correspondence. Graham has been doing this job for a number of years and is very
capable in what he does. He has confided in you that he is feeling frustrated with the
same old thing each day. He would like to use his considerable skills to help others but
he does not know how to take the next step.
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Gino:
Consistently has the best sales record out of all the sales team. He could be described
as fidgety and a ‘livewire’ but he is an extremely capable communicator. He talks fast
and illustrates every point with his hands. Gino is a very jovial and bright person. His
interpersonal skills are high, and he works hard to ensure the team stays positive and
motivated, regardless of the challenges. He loves to know what everyone is up to and,
as a result, he often gets sidetracked from the task at hand and falls behind in his work.
This carries on into meetings that always go over time, as he easily gets bored. Without
a strong chairperson, the team gets off course and Gino now have a major backlog of
work that he does not have time to address. He is a team player, and enjoys seeing the
team and organisation meet its targets. You know that sometimes his administration
can be sloppy, as he often narrowly avoids getting his orders through to Maria late. You
have noticed that Gino tends to take copious notes when learning something new, and
then never seems to refer to them again. His contribution of communication across the
organisation and helping people embrace different cultures is highly valuable.
Maria:
Has a similarly strong background in business and administration, and has good
knowledge in all aspects of this area. She has responsibility for maintaining the contact
schedule and salespersons’ diary with customers and suppliers. She develops customer
visit schedules for the sales personnel on charts and maps which she loves to use.
Maria knows what needs to be done but sometimes overlooks tasks and directions,
usually only when they are given verbally. When a task is set with a deadline, she gets
results quickly. Finance is not Maria’s favourite area and she often leaves this part of
her work – including the issue of invoices – to the very last minute. On occasion, she
will work 12-hour days in order to meet deadlines and is subsequently sick for days
afterwards.
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PROFESSIONAL DEVELOPMENT REPORT
Introduction:
Macville has made certain changes to its operational style and leadership style as part
of its new business venture. These changes reflect the organization's values and
objectives. A team that can self-manage and take responsibility for their task and the
team goal is encouraged by Macville.
MACVILLE is committed to encouraging self-directed and motivated teams, cultivating
leadership, and Organising work teams around the value of empowering individuals
with knowledge and resources in order to promote their personal growth. A key value
of cultivating leadership must be integrated into the organisation. Macville's goal is to
provide its employees with the skills, knowledge, and resources they need to be
successful in their careers and the industry. Creating self-directed, motivated and
empowered teams through situational leadership styles and implementing other
contemporary strategies is essential to the organization's success.
Macville interpersonal leadership style
Interpersonal Style:
"The set of abilities that enables a person to work and interact with others in a positive
manner."
Transparency, flexibility, positivity, and ownership are all interpersonal styles that could
be applied to the new business venture in order to create and maintain a good working
environment.
As a team player, I am helpful, patient, open and supportive. This applies to my
interpersonal style in this context as well. My adaptability and openness to new
information allow me to quickly adapt to changing conditions.
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Leadership Style:
As a result of this change, flexible situational leadership is most effective. Currently, my
leadership style is very similar to the company's needs. A new employee, for example,
may require more direction and guidance, requiring micromanagement on my part. My
leadership style will be more democratic if the employee takes ownership of their task
after receiving induction, training, coaching and a few months of experience. This
encourages employees to take on more responsibility and opens up a two-way channel
of communication. Consultation, participation, and an open-door policy are all part of
my democratic leadership style, which encourages people to express their opinions and
ideas, and to reach a consensus on decisions. These are all factors that help to foster a
sense of cooperation between senior management and employees as well as mutual
respect. When a group or an individual achieves a goal, the leadership style encourages
a sense of responsibility and offers constructive criticism and praise. Leading in this
manner leads to high productivity and quality of work, high morale and team building
as well as ownership of the organisation.
Skills and Knowledge:
It is important to have the following skills in a manager to become the good manager
and to manage the situation effectively.
As per the Robert.I.Kartz (Stephen Robbins, 2013)
proposed the manager should
have four critical management skills and knowledge i.e.
Conceptual Skills:
For the analysis and diagnosis of complicated situations. To make good decisions, it
facilitates the fitting of things together.
It is imperative that the Macville Manager have strong conceptual skills and the ability
to predict the future of his or her company on the basis of current work practices and
processes. My conceptual skills allow me to generate new ideas, innovations, and
creative ideas, but I am weak when it comes to designing and implementing HR
strategies for new work practices or programme implementation.
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Interpersonal Skills:
Individually or in a group, you'll need to have the necessary skills to work with others.
They must be able to communicate, motivate, mentor, and delegate effectively.
A manager with strong interpersonal skills is a must-have in Macville. A current sales
manager at Macville, I possess strong interpersonal skills that help me communicate
verbally and non-verbally with internal and external stakeholders at every level.
Technical Skills:
In order to perform work tasks, one must have (job-specific knowledge and
techniques).
For the position of senior manager at the new Macville, strong experience is required.
The following skills are required for this position: HR Management, Leadership, People
Management, Customer Service, Strategies, General Management, and a basic
understanding of finance and accounting. As a sales manager, I have extensive
experience in sales, marketing, and customer service, as well as a solid track record of
managing small teams. My leadership and training skills are also very strong. People
management is an area in which I have had some success. As a senior manager, I am
lacking general management skills and a few people-management skills such as HR
management, recruitment and selection, and performance management.
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Professional Development Requirements and Networking
Oppourtunities:
Information gathered through skill auditing and 360-degree feedback reveals the
strengths and the weaknesses and the gap is determined that need to be filled up
through various channels such as mentoring and designing the Professional
development plan that assist in gaining the lacking skills and knowledge.
The main weaknesses identified during skill auditing are lack of people management,
general management, strategy and finance. The professional development plan
focusses the steps to offer the skills and knowledge to fill the gap in next 12-18 months.
Alongside, I will be receiving the mentorship by the CEO of Macville in some core areas
of HR like recruitment and development, performance management and on HR
strategies. My mentorship program also includes some other areas such as continuous
improvement, risk management and intellectual awareness. The professional
development plan and the mentorship offered will assist me becoming the potential
successful senior manager of Macville.
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Professional Development Plan
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Institute Couse Name Course Overview Course outcomes Benefit to the organisation Delivery
mode
Fees
AGSM Leading
Change with
impact
The program apply Change Management
principles and practices,guide
organisations through periods of change
using a practical Change Management
framework and toolkit.
Increase the aptitiude to plan and
navigate organisational change and
an understanding of how to create
and sustain an effective
transformation program. Learn the
tools and stategies to communicate
with greater impact and to manage
resistance effectively.
Helps to develop the detalied
action plan and communication
strategies to successfully
implement a new business
model, corporate reinvention or
transformation program.
2 days
workshop
3,575
AGSM General
Manager
Program
The program focusses on the core
business disciplines of strategy and
management and learn the how their
leadership , decisions and behaviours
impact overall wellbeing, employee
engagement, organisational culture and
performance. The program introduces
participants to the stategic skill-sets that
senior leader need to run a business.
Gain new analytical skills to identify,
dissect and solve complex business
problems – Develop the personal
capabilities to lead and drive change
across the organisation – Enhance
your understanding of the interplay
of organisational dynamics – people,
power, politics and systems .
Learn to Designing and
implementing strategy –
Harnessing data to anticipate
rather than follow – Building and
investing in teams and allocating
organisational resources –
Innovating in processes,
platforms and culture .
5.5 days
worshop
14,300
AGSM THE
STRATEGIC HR
SERIES
The Strategic HR Series will develop the
strategic planning and execution tools,
techniques and skillsets required to
meet these challenges. The program is
designed to provide global thought
leadership and build capability to help
you establish a forward-thinking HR
function.
Learn the strategic HR Planning,
transforming HR teams, influence the
other senior management and to be
people leader.
The manager learn to lead
strategically, levaraging the
human capital technology,
adding value and increasing
alignment. The manager knows
to influence the team and
problem solving skills, closing
the leadership gap.
4x3 hour
workshop
3,800
AIM Manage and
Evaluate WHS
Systems and
Processes
This short course explores the planning,
implementation and analysis of
compliant WHS risk management
processes.
Developing planning and
implementing and monitoring ,
evaluating WHS risk management
processes, emergency procedures.
Learn how to develop ,
implement ,monitor and
evaluate a work health and
safety system that is complaint,
rigorous and responsive to the
safety needs of the workplace
and the people that work there.
7 DAYS 4900
AIM Contract
Management
It is a course designed to learn the
implementation and monitoring of
contracts. Exploring the contract
lifecycle, by learning the concepts and
techniques for tendering, negotiating,
managing risk and administering
contracts; whilst building sustainable
relationships with suppliers
•Understand the fundamental
concepts of contract management,
manage the tendering and selection
process, monitor and review the
performance of suppliers
manage risk and resolve
disagreements with suppliers.
You will have the skills to
manage contracts and foster
relationships between suppliers
and your organisation
2 days
program
1,134
AHRI Project
management
Participants will learn the necessary
skills and knowledge to successfully
manage a project from inception to
completion, including strategic
alignment to business goals, project
definition, planning and scheduling
development, management and
monitoring, and sign-off and transition
Understand the viability and strategic
significance of a project, create
project scoping documentation,
Identify and engage stakeholders
appropriately.
Apply a robust project risk
identification, assessment and
treatment process
Create and monitor a Gantt chart
Develop a comprehensive
communication plan
Apply project management that
are fundamental to success. It
takes a robust approach to
exploring and managing the
people issues around
stakeholder management, risk
management and transition
management – the key areas of
risk in people-dominated
projects
2 days 990
AIM Leading for
Innovation
and
Sustainability
An important key to organisational
sustainability is innovation. Strategic
leaders must develop and maintain a
culture of enquiry, creativity and
fearless innovation. Such leadership
demands an understanding of the
interacting elements that contribute to
the effective and sustainable
organisation: its structure, people,
politics and culture.
The nature of strategic leadership
with regards to developing and
nurturing a culture of curiosity and
adventure that underpins the
innovative, agile and sustainable
organisation. The nature of
innovation and strategic competitive
advantage. The leader's strategic role
in fostering innovation, collaboration
and engaging leadership styles
,applying innovation tools and
techniques to improve sustainability
Strategic leaders develop and
maintain a culture of enquiry,
creativity and fearless
innovation. Develop skills in
generating and exploiting
relevant ideas that potentially
contribute to a sustainable
organisation.Identify the key
contribution of individuals to the
generation of innovative and
sustainable futures
ONLINE 2500
AHRI Finance This workshop provides with the
confidence to both understand and
more confidently speak the language of
business and finance. It will provide an
understanding of what is required to
effectively manage budgets and
develop a financially sound business
case.
Demonstrate knowledge of key
business and financial indicators, set
budgets and understand key finance
terms, return on investment and
write business cases which
demonstrate value
Analyse financial statements to
understand performance,
Implement cash management
practices, understand capital
investment decision making.
Plan, develop, implement and
control budgets
1 day 500
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