Task 1 For managers to achieve strategic goals they will require certain skills to be effective. Identify some of those required skills and justify they are critical to your job performance and specific strategic goals. How would you investigate and assess the present level of skills which a manager possesses in relation to achieving strategic goals? Task 2 Conduct a skills audit to evaluate your current level of strategic managerial skills required for achieving strategic goals and leadership development using an appropriate models and/or tools. See the skills audit template on the module resource page. There are several methods, models and assessment tools which can be used to identify your own preferred learning style. Research learning styles concept and identify your preferred learning style. Task 3 To demonstrate skills development over the course of the programme you are required to Construct a personal development plan (PDP). Based on your skills audit, identify the present level of each skill, select which skills you need to develop, formulate activities to develop the identified skills and identify appropriate resources and methods you will use to develop each skill. A suggested format for your PDP is attached on the module resource page. Produce a summary of your learning log showing progress in skills development to achieve strategic goals and leadership including the new levels of skills attained. To underpin the new skill levels attained you should include, where possible, third party evidence e.g. internal appraisals, attendances at internal or external development activities etc. Critically evaluate your skills development in the context of progress towards the achievement of strategic goals. You should apply a theoretical evaluation model e.g. Gibb’s cycle, to reflect on your overall experience of undergoing the generic experience of skills development or applythe learning style concept to evaluate whether the resources selected for skills development actually matched your preferred learning style.
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