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Extra resources for Development for High Performance Revised Edition: Management Extra
There is one, or with 1 Development and improved performance Who has strategic responsibility for development in your organisation? How is this responsibility delegated? ) Are there clear indications that development is linked to business needs at all levels of the organisation? How does the development process for an individual work in practice? ) Is development competency-linked? How is the development budget allocated? For example, i s there a central budget (all costs held within the H R department budget), or a divisional or departmental budget?
From their research and analysis, it seems clear that workers today tend to be less willing to take straight directions and instructions than their predecessors. They want to know why they have to do something; they want to be consulted. As a manager, then, you are likely to want to use your leadership style so that people are encouraged to become more self-managing and autonomous in their work and decision making. Your role is to facilitate work - providing support and assistance whenever required.
Seek further feedback on any changes/improvements that you have instituted Feedback is a continuous process - ensure you have a feedback session planned for the future; i t may help to motivate you to implementlpractise a change. Now review your responses. I n which areas can you make improvements? Choose up t o four areas for improvement and note what you can do t o improve. Areas for improvement Plan for action 0 Do you do this? Sometimes Rarely 0 0 0 0 0 0 0 0 0 0 0 0 0 Development for High Performance Feedback You could take this activity further by giving a copy of these a d practice checklists to either a close colleague or your nnager and asking them to ass- your ability to give and receive feedback.