Professional Skills Report: Professional Skills and Ryanair Case Study

This report delves into the realm of professional skills, focusing on leadership, project management, and mentoring, with a particular emphasis on conflict resolution. It uses Ryanair DAC as a case study, exploring the application of Belbin's theory for team selection, fostering individualism and creativity within teams, and analyzing primary and secondary team roles. The report includes self-perception inventories, applications of Belbin theory, and discusses the rationale behind project planning and contingency plans. It also addresses the significance of monitoring team progress, the role of project planning and management, and the importance of effective communication, decision-making processes, and the use of Kolb's reflective cycle to understand professional skills. The report emphasizes the alignment of flexibility and creativity and the impact of effective communication on team building. The document is a valuable resource for understanding the nuances of professional development in a practical context.

Professional Skills

Table of Contents
INTRODUCTION...........................................................................................................................4
TASK 1............................................................................................................................................4
2. Self perception inventory...................................................................................................6
3 a. Applications of Bel bin theory for team selection by considering strengths and roles
which can be assigned............................................................................................................7
3 b. Ways in which individualism and creativity can be encouraged within team................7
3 c. Comment on primary and secondary team roles obtained from scores in Bel-bin
questionnaire...........................................................................................................................7
REFERENCES................................................................................................................................8
TASK 2............................................................................................................................................9
Covered in PPT.......................................................................................................................9
TASK 3..........................................................................................................................................13
2 a. Rationale for created plan and contingency plan...........................................................14
2 b. Recognize where progress of team requires monitoring...............................................14
2 c. Role of planning and managing project.........................................................................14
REFERENCES..............................................................................................................................14
TASK 4..........................................................................................................................................15
1 What will be considered effective and which sections need development.......................15
a. How flexibility and creativity are aligned........................................................................15
b. Ways in which effective communication can be attained and its impact on team building.15
c. Review process of decision-making.................................................................................15
d. Recognize areas where responsibility, ownership and initiatives were effective............16
2 Using a Kolb’s reflective cycle depict a situation and create a understanding of professional
skills......................................................................................................................................16
REFERNCES.................................................................................................................................17
CONCLUSION .............................................................................................................................17

INTRODUCTION
Professional skills is very important for an individual in which consist of Leadership,
project management and mentoring with conflict resolution that add various kinds of values in an
individual. For an organisation it is very obligatory to have necessary skill set that helps in reach
at desirable goals and objectives. That report is based on Ryanair DAC which is an Irish
economical airlines found in year 1984. this report is based on planning and scheduling for
launching new airlines and application also. It also includes various kinds of code of conduct for
attaining goals.
TASK 1
SECTION A
Tic
k
QN When involved in a project with other people: Points
✔ 1. I can be relied upon to see that work that needs to be done is organised. 3
2. I pick up slips and omissions that others fail to notice.
3. I react strongly when meetings look like losing track of the main
objective.
4. I produce original suggestions.
5. I analyse other people’s ideas objectively, for both merits and failings.
6. I am keen to find out the latest ideas and developments.
✔ 7. I have an aptitude for organising people. 3
✔ 8. I am always ready to support good suggestions that help to resolve a
problem.
4
SECTION B
Tic
k
QN In seeking satisfaction through my work: Po
int
s
✔ 1. I like to have a strong influence on decisions. 3
2. I feel in my element where work requires a high degree of attention and
concentration.
3. I am concerned to help colleagues with their problems.
4. I like to make critical discrimination between alternatives.
✔ 5. I tend to have a creative approach to problem solving. 4
6. I enjoy reconciling different points of view.

✔ 7. I am more interested in practicalities than new ideas. 3
8. I particularly enjoy exploring different views and techniques.
SECTION C
Tic
k
QN When the team is trying to solve a particularly complex problem: Poi
nts
1. I keep a watching eye on areas where difficulty may arise.
✔ 2. I explore ideas that may have a wider application than in the immediate task. 2
3. I like to weigh up and evaluate a range of suggestions thoroughly before
choosing.
✔ 4. I can co-ordinate and use productively other people’s abilities and talents. 3
5. I maintain a steady systematic approach, whatever the pressures.
6. I often produce a new approach to a long continuing problem.
✔ 7. I am ready to make my personal views known in a forceful way if necessary. 5
8. I am ready to help whenever I can.
SECTION D
Tic
k
QN In carrying out my day-to-day work: Poi
nts
1. I am keen to see there is nothing vague about my task and objectives.
2. I am not reluctant to emphasise my own point of view in meetings.
✔ 3. I can work with all sorts of people provided that they have got something
worthwhile to contribute.
3
4. I make a point of following up interesting ideas and/or people.
✔ 5. I can usually find the argument to refute unsound propositions. 1
6. I tend to see patterns where others would see items as unconnected.
7. Being busy gives me real satisfaction.
✔ 8. I have a quiet interest in getting to know people better. 6
SECTION E
Tic
k
QN If I am suddenly given a difficult task with limited time and unfamiliar
people:
Poi
nts
1. I often find my imagination frustrated by working in a group.
✔ 2. I find my personal skill particularly appropriate in achieving agreement. 1
3. My feelings seldom interfere with my judgement.
4. I strive to build up an effective structure.
✔ 5. I can work with people who vary widely in their personal qualities and
outlook.
5

6. I feel it is sometimes worth incurring some temporary unpopularity if one is
to succeed in getting one’s views across in a group.
✔ 7. I usually know someone whose specialist knowledge is particularly apt. 4
8. I seem to develop a natural sense of urgency.
SECTION F
Tic
k
QN When suddenly asked to consider a new project: Points
1. I start to look around for possible ideas and openings.
✔ 2. I am concerned to finish and perfect current work before I start. 3
3. I approach the problem in a carefully analytical way.
✔ 4. I am able to assert myself to get other people involved if necessary. 3
5. I am able to take an independent and innovative look at most
situations.
✔ 6. I am happy to take the lead when action is required. 4
7. I can respond positively to my colleagues and their initiatives.
8. I find it hard to give in a job where the goals are not clearly defined.
SECTION G
Tic
k
QN In contributing to group projects in general: Points
✔ 1. I think I have a talent for sorting out the concrete steps that need to be
taken given a broad brief.
2
✔ 2. My considered judgement may take time but is usually near the mark. 5
3. A broad range of personal contacts is important to my style of working.
4. I have an eye for getting the details right.
5. I try to make my mark in group meetings.
6. I can see how ideas and techniques can be used in new relationships.
7. I see both sides of a problem and take a decision acceptable to all.
✔ 8. I get on well with other and work hard for the team. 3
2. Self perception inventory.
SH CO PL RI ME IMP TW C
F
Q
N
Poin
ts
Q
N
Poin
ts
Q
N
Poin
ts
Q
N
Poin
ts
Q
N
Poin
ts
Q
N
Poin
ts
Q
N
Poin
ts
Q
N
Poin
ts
A 3. 7. 3 4. 6. 3 5. 4 1. 8. 4 2.
B 1. 3 6. 5. 4 8. 4. 7. 3 3. 2.

C 7. 5 4. 3 6. 2. 2 3. 5. 8. 1.
D 2. 3. 3 6. 4. 5. 1 1. 8. 6 7.
E 6. 5. 5 1. 7. 4 3. 4. 2. 1 8.
F 6. 4 4. 3 5. 1. 3. 8. 7. 2. 3
G 5. 7. 6. 3. 2. 5 1. 2 8. 3 4.
Total 12 11 4 9 10 5 14 1
2
From the above numbers which are both primary and secondary team roles. In that scenario SH
and TW are significant for the specialist and Team worker in perspective of professional.
3 a. Applications of Bel bin theory for team selection by considering strengths and roles which
can be assigned.
Belbin theory that refers to attitude or behaviour of an individual that helps in while
working in team (Nazim and Husain, 2013.). In that scenario behaviour of an individual,
contribution and coordination with team and their members. In scenario of Rynair they avail
Belbin theory to evaluate effectiveness of team and their behaviour. In that scenario by
identifying weaknesses of an individual to organisation build strategies and planning in effective
manner.
3 b. Ways in which individualism and creativity can be encouraged within team.
Creativity and innovation is one of important aspect for an individual and organisation, to
get effective results individual have to be decentralized from various kinds of chaos in vertical
and each have to be focus on move forward (Prevatt and Levrini, 2015). In case of Rynair
individualism that prefers to work separately and alone with develop skills and abilities to
perform in appropriate manner. So culture of individualism is very much obligatory for Rynair to
cope up with various challenges and tasks.
3 c. Comment on primary and secondary team roles obtained from scores in Bel-bin
questionnaire.
By evaluating Belbin and their questionnaire it helps Rynair in evaluation of team and
their members with their specific skills and abilities. In that the specialist and team worker. In
specialist an individual proficient in some key areas that are obligatory to done job. They believe
on themselves and their skills with abilities. On other hand in team worker by developing

strength and by manage weaknesses they can contribute in organisational and individual
development.
REFERENCES
Books & Journals
Nazim, M. and Husain, S., 2013. Concepts of knowledge management among library &
information science professionals. International Journal of Information Dissemination
and Technology. 3(4). pp.264-269.
Prevatt, F. and Levrini, A., 2015. ADHD coaching: A guide for mental health professionals.
American Psychological Association.
Royle, J. and Laing, A., 2014. The digital marketing skills gap: Developing a Digital Marketer
Model for the communication industries. International Journal of Information
Management. 34(2). pp.65-73.

TASK 2
Covered in PPT.