{"id":2586,"date":"2018-11-04T17:52:52","date_gmt":"2018-11-05T01:52:52","guid":{"rendered":"https:\/\/create.twu.ca\/myjourney\/?p=2586"},"modified":"2018-11-04T18:54:25","modified_gmt":"2018-11-05T02:54:25","slug":"learning-activity-3-creating-a-development-plan","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/myjourney\/2018\/11\/04\/learning-activity-3-creating-a-development-plan\/","title":{"rendered":"Learning Activity 3: Creating a Development Plan"},"content":{"rendered":"

Learning Activity 3<\/strong><\/p>\n

Leadership strategy describes the organizational and human capabilities needed to enact the business strategy effectively. What type of culture should an organization engender to create success? What perspectives and abilities must individual leaders and teams have to be successful (Hughes, \u201cet al\u201d, pg. 32).<\/p>\n

The best executive is the one who has sense enough to pick good men to do what he wants to be done, and self-restraint enough to keep from meddling with them while they do it. \u2014Theodore Roosevelt.\u00a0 This statement is critical as it encompasses the need of empowering our workers to be creative within the space, knowing we have employed the best skill-set for the Job.<\/p>\n

For this assessment, we will look at the banking industry which is one of our largest service industry as just about everyone interfaces with the industry in some way or another \u2013 from opening accounts to connecting with our communities be it local or international. As such we have to deploy a hybrid framework which seeks to connect people and technology. Technology provides new tools to engage with customers through online platforms, social media, and customer communities, such that they function better as brand ambassadors and co-creators of value (Kandampully, J. \u201cet al\u201d,2016, pg.155).<\/p>\n

This valued added component of engaging online and providing a space for our workers to manipulate and use their creativity is a way of empowering them while improving operational efficiency and customer services.<\/p>\n


\nSetting the environment<\/strong><\/p>\n

Our quest is to work within the environment to release resources through people. Successful service firms thus do something different than other firms; they recognize that they cannot focus on external customers without the full support, engagement, and creative contribution of their internal customers, namely, their employees (pg. 156)<\/p>\n

Our engagement of the internal team is to ensure we are aware of the need of the internal staff, and create a climate that embodies, support, influences, and promote organizational justice.<\/p>\n

The banking industries have several areas that must work together to ensure the collective success of the organization, both internally and externally.<\/p>\n

From the external, we must ensure our image is well represented through the various social arms to create a positive image of the bank. \u00a0We also create opportunities to engage our external customers through various channels \u2013 be it echannel, social media, website as a way of building relations and also providing a service which can enhance transaction efficiency. In order for this to be done our internal team is required to craft the infrastructure to ensure those things that are mentioned as external benefits or target are met.<\/p>\n

Some of the external drivers are a part of creating that organizational citizenship where the customer has an input about some of the products. Kandampully \u201cet al\u201d (2016), notes this as a way where customer exhibit a strong motivation to help a firm improve its business and show a great need to maintain a positive relationship with the firm\u2019s frontline staff. (pg. 156).<\/p>\n

Through this we see our bank being able to open accounts online, have a conversation, manage potential clients, among other areas.<\/p>\n

While we set the environmental condition for both internal and external, we must ensure those working from the internal are able to meet the requirement.<\/p>\n


\nDevelopmental plan<\/strong><\/p>\n

To reach our goals within the Banking structure our staff members are required to use technology to do their day to day job.<\/p>\n

Our Developmental plan is drafted out of consultation or performance review with the staff. This review is on the premise we had to outline our expectation for the role or the use of a work plan<\/p>\n

    \n
  1. Assessment of the Quantifiable objectives\n
      \n
    1. This will be the work plan outlining the task that can be measured using various reporting tool<\/li>\n<\/ol>\n<\/li>\n
    2. Assessment of the Quantitative indicators\n
        \n
      1. This will measure the Key behaviors required for the job.<\/li>\n
      2. Defined the key behaviors for the job<\/li>\n<\/ol>\n<\/li>\n
      3. Training\n
          \n
        1. Training is provided for areas identified as growth areas, or areas that are being implemented by the Bank.<\/li>\n
        2. Where new systems are being developed and deployed<\/li>\n
        3. Staff is asked to provide feedback on the training in relation to their specific areas<\/li>\n<\/ol>\n<\/li>\n
        4. Educational goals\n
            \n
          1. What is the next step for the staff?<\/li>\n<\/ol>\n<\/li>\n
          2. Set Timelines for deliverables<\/li>\n
          3. Feedback\n
              \n
            1. This is done to gain a perspective of the staff position, needs, and understanding.<\/li>\n<\/ol>\n<\/li>\n
            2. Coaching,<\/li>\n<\/ol>\n

              Our developmental plan carries with it a short-term goal which is used to measure the staff competency level among other areas, which is assessed at the end of a particular period. But there is also a long-term component which the staff will outline their growth and developmental needs as effective improvement is always self-development (Rockwell, 2017). This is a signed commitment<\/p>\n

               <\/p>\n

              Hughes, R. L., Beatty, K. C., & Dinwoodie, D. L. (2014). Becoming a strategic leader your role in your organizations enduring success. San Francisco, CA: Jossey-Bass.<\/p>\n

              Kandampully, J., Bilgihan, A., Tingting, C. (2016). Developing a people-technology hybrids model to unleash innovation and creativity: The new hospitality frontier. Retrieved November 1, 2018, from https:\/\/ezproxy.student.twu.ca:2132\/science\/article\/pii\/S1447677016300201<\/a>?<\/p>\n

              Rockwell, D. (2017).\u00a0The Anatomy of Performance Enhancing Coaching Conversations<\/em>. Retrieved from https:\/\/leadershipfreak.blog\/2017\/03\/05\/the-anatomy-of-performance-enhancing-coaching-conversations\/<\/p>\n","protected":false},"excerpt":{"rendered":"

              Learning Activity 3 Leadership strategy describes the organizational and human capabilities needed to enact the business strategy effectively. What type of culture should an organization engender to create success? What perspectives and abilities must individual leaders and teams have to be successful (Hughes, \u201cet al\u201d, pg. 32). The best executive is the one who has […]<\/p>\n","protected":false},"author":730,"featured_media":2589,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[96,133],"tags":[],"class_list":["post-2586","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ldrs500","category-unit-6","has-post-title","has-post-date","has-post-category","has-post-tag","has-post-comment","has-post-author",""],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/posts\/2586","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/users\/730"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/comments?post=2586"}],"version-history":[{"count":6,"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/posts\/2586\/revisions"}],"predecessor-version":[{"id":2593,"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/posts\/2586\/revisions\/2593"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/media\/2589"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/media?parent=2586"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/categories?post=2586"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/myjourney\/wp-json\/wp\/v2\/tags?post=2586"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}