personal effectiveness
TRANSCRIPT
LEEDS METROPOLITAN UNIVERSITY
LEEDS BUSINESS SCHOOL
ASSESSMENT COURSEWORK: SEMESTER 1 (2010-2011)
MODULE TITLE: PERSONAL EFFECTIVENESS
TITLE OF ASSESSMENT: AREAS OF SELF DEVELOPMENT
COURSE: MASTERS OF BUSINESS
ADMINISTRATION
SUBMISSION DATE: 11TH JANUARY 2011
SUBMISSION LOCATION: CIVIC QUARTERS – ROSE BOWL
ASSESSOR: HAZEL KERSHAW - SOLOMON
ANN MICHAUD
HANDED BY: SHABAD PREET SINGH SETHI
STUDENT ID: 77089980
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TABLE OF CONTENTS
S.NO. PARTICULARS PAGE NO.
1. Introduction 4
2. Goals of my life 5
3. Beginning the journey for my masters program (MBA) 6
4. Personal Analysis
Myers Briggs Type Indicator (MBTI) 7
Learning Styles 9
Johari Window 15
Creative Thinking 17
Belbin’s Self Perception Report 19
Learning from Learning Logs 20
5. References and Bibliography 21
6. Appendix-1
Curriculum Vitae 24
7. Appendix-2
Learning Log-1 26
Learning Log-2 27
Learning Log-3 28
8. Appendix-3
Swot Analysis 29
9. Appendix-4
MBTI Scorecard
10. Appendix-5
Creative Thinking Questionnaire
11. Appendix-6
Left Brain-Right Brain Questionnaire
12. Appendix-7
Learning Styles Questionnaire
13. Appendix-8
Self Evaluation on Reflective Practice
14. Appendix-9
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Belbin’s Report
INTRODUCTION:
Personal effectiveness is basically related to achieving maximum success by
utilising all the resources optimally that are in ones control (Mathew, 2009).
According to Murdock and Scutt (1997) personal effectiveness can be defined as,
“A distinct set of behavioural competencies, which are a group of skills
embedded within all work related activities.” Generally people want to feel useful
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in their lives and I am surely one of those. Development of self knowledge is
highly important.
For an individual to grow both personally and professionally, Stephen Covey
listed the seven habits for people to become highly effective. These habits are as
follows:
Be proactive
Begin with the end in mind
Put things first
Think win-win
Seek first to understand and then to be understood
Synergize
Sharpen the saw
Source: <http://www.businessballs.com/sevenhabitsstevencovey.htm>
The ability of being proactive i.e. to have control over one’s surrounding
environment is within me. But I don’t start anything with keeping its final
consequences in my mind. Stephen Covey’s third habit of putting things first also
lack in me. It is pretty much true that I follow a co-operative approach which
leads to success. All the above habits have to be aptly incorporated in me.
GOALS OF MY LIFE:
The first target of my life is to attain the degree of MBA.
Once I complete my Masters in Business Administration, I would work as
an efficient manager for a minimum of two years with one of the leading
business organisations of the world.
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After gaining some amount of experience in the international business
world, I would join my family business and dedicate the rest of my life
towards it.
Throughout my school life I was a very naughty child. I never obeyed the
instructions given by my teachers. At the age of 15 years i.e. in 2005, I
completed my Higher Secondary (10th grade) with 76% marks. On completing my
higher secondary, I selected commerce with mathematics as my stream. My
expertise in math was the key raison d'être that lead me into taking the decision
of opting for commerce. However I cannot take the entire credit; it would be
unjust to the major role played by my peers. The goal of my life was not set.
Little did I know I had set my first step on the road leading to my future. I was
ignorant of the unknown horizon, but I had set myself upon a journey with miles
to be travelled. I wasn’t certain as to what my ambition for life was. In 2007,
when I was 17 years old, I passed my Senior Secondary (12th grade) with 79%
marks approximately.
The time had come to lay down my plans for future. From a lost lamb I had
changed to a keen observer. This is when I could see what the future held out for
me. To implement on my plans, I opted for Bachelors of Commerce in college.
Scoring good marks were very difficult in Delhi University (India). Delhi University
is a well known university all over the world for its graduation courses. In my
final year of graduation, I opted for Financial Management as my main subject.
The only difference this time was that I dint follow what my friends did. I had
become more of goal oriented by now. Achieving my future goals and targets
was surely a difficult task. After completing my graduation with decent marks,
my next target was to do Masters of Business Administration with specialisation
in Finance.
BEGINING THE JOURNEY FOR MY MASTERS
PROGRAM (MBA):
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The scope for Masters in Business Administration has been constantly increasing
over the past few years all around the globe. “MBA is world's premier
postgraduate qualification for business and management individuals.”
Source: <http://www.mbaindiacareer.com/What-does-MBA-mean.htm>
An individual’s aptitude towards comprehending real world business problems
can be enhanced by perusing MBA and for that reflective learning plays a vital
role. In today’s era where pace is the motto of professional life, it is necessary to
pause and lay great emphasis on reflective learning. The same may prove to be
a great tool in the hands of the future managers. Where else can there be a
better fit for the same than incorporating it during the higher education of the
prospective managers.
The skills that are incorporated throughout the MBA program make MBA's highly
valuable assets for companies’ world over as they can take accurate decisions
for various management related problems. A great majority of CEOs and
executives have MBA degrees or have MBA's as advisors. Increasing self learning
and developing creativity within an individual are certain key areas on which
emphasis is laid. MBA emphasises on conceptual and analytical reasoning.
Pursuing MBA had always been on my mind. The night when I gave my last
graduation exam in the final year, I gave a deep thought on how and where to
pursue my MBA. Next day as soon as I woke up, I went to a couple of counsellors
who specialised in sending students to foreign universities. One of my
counsellors advised me to pursue my MBA program from Leeds Metropolitan
University, Leeds, United Kingdom. I gathered information about the University
from various sources. Finally I filled in my application papers and got selected.
PERSONAL ANALYSIS:
Myers Briggs Type Indicator (MBTI)
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Source: <http://www.capt.org/about-capt/history-mission.htm>
In the words of Isabel Myers, the Myers Briggs Type Indicator (MBTI) instrument
for life is:
"Whether people first hear about the two kinds of perception and two kinds of
judgment as children, high school students, parents or grandparents, the richer
development of their own type can be a rewarding adventure for the rest of their
lives."
Source: <http://www.myersbriggs.org/my-mbti-personality-type/take-the-mbti-
instrument/>
With reference to Appendix-4, the Myers Briggs Type Indicator (MBTI) instrument
was carried out in one of our MBA tutorials. Making the theory of psychological
types by C. G. Jung more comprehendible and useful to people is the sole aim of
the Myers-Briggs Type Indicator (MBTI) personality inventory.
Source: <http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/>
The MBTI instrument is derived from factual data. One can either take the
instrument online or with the help of pen and paper. It is generally taken under
the supervision of a certified body that has met the required professional
criterions and has the ability to exemplify the results of the instrument. In the
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presence of our module tutor (Hazel Kershaw-Solomon), the instrument was
carried out. I had to answer a series of questions and make certain calculations
following the instructions given on the MBTI instrument. On the basis of these
calculations, ENTP was the category in which I was interpreted into i.e. E for
extrovert, N for intuition, T for thinking and P for perceiving. The MBTI instrument
is divided into four sections. First is the extrovert-introvert section, secondly the
sensing-intuition section, thirdly the thinking-feeling section and finally the
judging-perceiving section. Sixteen combinations such as mine (ENTP) can be
formed with the help of these four sections.
People falling under the ENTP category are:
“Quick, ingenious, stimulating, alert, and outspoken. Resourceful in solving new
and challenging problems. Adept at generating conceptual possibilities and then
analyzing them strategically. Good at reading other people. Bored by routine, will
seldom do the same thing the same way, apt to turn to one new interest after
another.”
Source: <http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/the-
16-mbti-types.asp#ENTP>
Quantitative analysis of my type of formula:
ENTP Preferences scores
Extrovert 05
Intuition 01
Thinking 23
Perceiving 41
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Qualitative analysis:
I am a-
slightly expressed extrovert
slightly expressed intuitive personality
moderately expressed thinking personality
majorly expressed perceiving personality
LEARNING STYLES :
The most widely used descriptions of styles are drawn from models of the
learning process. For example Kolb’s model of experiential learning (Kolb, 1984)
and Honey-Mumford’s “learning cycle” (Honey and Mumford, 1992) may be
summarized as:
Concrete experience
Observations and reflections on the experience
Formation of abstract concepts and generalizations based upon the
experience and the subsequent reflections
Testing the implications of the concepts and generalizations in new
situations.
Throughout my life span, I learnt a lot from unplanned, emergent and
experimental experiences. This sort of learning is known as reflection. Reflection
is the process of converting experience into learning (Boud et al, 1985).
THE ART OF REFLECTION:
Nowadays majority of the employers want their employees to follow a ‘reflective
practitioner’ approach. This approach is being built into the work cycle in some
way, such as through staff reviews or appraisal. With the help of this approach,
one can continue their professional development, evaluate personal strengths
and skills. Reflection is a type of thinking which is affiliated with deep thought
intended for an improving understanding. It is a fusion of various aspects such as
learning from past experiences, gaining a better view from them, going over
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something several times, acknowledgment of things, taking all things into
account, learning and understanding at a deeper level, making judgements and
drawing conclusions from it (Cottrell, 2010).
Source: <http://innerresourcesforleaders.blogspot.com/>
With the help of a self-evaluation questionnaire on reflective practice, I got to
know that there is a dense need to develop my reflective skills. This
questionnaire helped me understand my strengths as a ‘reflective practitioner’
(Refer to Appendix-8). In order to develop professionally, I have noticed many job
adverts require good team-building skills.
Success means including others.
“The most important single ingredient to the formula of success is knowing how
to get along with people”
-Theodore Roosevelt
Source: <http://www.quotedb.com/quotes/2122>
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Our relationships make or break us. All the technical expertise and skills would
hold no value unless a person learns how to develop positive relationships with
the people around.
Reflecting upon the numerous ways of dealing with my peers and fellow mates
has made me realize that it’s all about giving importance to others. Key
considerations like taking focus off myself, caring about others, knowing about
others, not taking advantage of them, being considerate of their feelings, being
alert to providing others help, being a patient listener, discussions over
arguments, always bringing something to the table, not underestimating anyone
are the factors that have helped me in acquiring successful people’s skills.
It’s just easy, people remember others if they just remember them.
Kolb’s (1984) model of experiential learning has been very influential on the
developments in thinking about experiential learning.
Kolb’s cycle consists of four stages:
1. Concrete experience- initial experience or action.
2. Reflective observation- actively taking note of what we are
observing about the experience.
3. Abstract conceptualisation- laying new ideas from what we
observed.
4. Active experimentation- putting these newly generated ideas
into practice.
Kolb’s experiential learning cycle
(DO IT)
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1. Concrete experience
(USE THESE IDEAS TO (NOTE YOUR
PLANS THINGS OBSERVATIONS)
DIFFERENTLY)
(FORM NEW IDEAS ABOUT
WHAT THESE MEAN)
Source: <Kolb, 1984>
Honey and Mumford (1992) used the learning style questionnaire (LSQ) to
identify individual’s strengths and weaknesses for each stage of the learning
cycles and suggested four “learning styles”:
1. Activists- people who absorb themselves in new experiences, embarking
upon problems by brainstorming and moving from one errand to the next
as the enthusiasm fade. Activists learn best from activities where they can
occupy themselves in short here-and-there activities such as business
games and competitive teamwork tasks where: they are thrown at the
deep end with a task they think is different. They learn less from and may
react against activities where learning involves a passive role (Honey and
Mumford, 1992).
2. Reflectors- these are cautious and thoughtful people who like to consider
all the possible angles before making any decisions and whose actions are
based on observation and reflection. Reflectors learn best from activities
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3. Abstract conceptualization
2. Reflective observation
4. Active experimentation
where they are able to stand back from events and listen and observe:
where they are asked to produce carefully considered analyses and
reports. They learn less well from activities where they are involved in
situations which require action without planning (Honey and Mumford,
1992).
3. Theorists- are those people who amalgamate their observations into
logical models based on analysis and objectivity. Theorists learn best from
activities where what is being offered is part of a system, model, concept
or theory where: they are offered interesting ideas and concepts even
though they are not immediately relevant. They learn less well from
activities where they are involved in unstructured activities where
ambiguity and uncertainty are great (Honey and Mumford, 1992).
4. Pragmatists- these are practical people who like to apply new ideas
immediately, and get impatient with an over emphasis on reflection.
Pragmatists learn best from activities where there is an obvious link
between the subject-matter and the problem or opportunity on the job,
where: they are exposed to a model they can emulate. They learn less
well from activities where the learning event seems distant from reality or
there is no practice or clear guidelines on how to do it (Honey and
Mumford, 1992).
Learning Styles and the Learning Cycle
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ACTIVIST
Having an experience
Source: <Honey and Mumford, 1995>
Analysing LSQ results:
To assess the desirability of particular solutions to identified development needs,
the LSQ was quite helpful. In the whole exercise, LSQ was used as both a
stimulus and a constraint. The relationship between identified development
needs, possible solutions, and the learning style preferences of the individual,
are fundamental to the production of an effective personal development plan.
Main concern of the LSQ here was solely with how learning styles information
can be used to produce development solutions which are more likely to be good
learning vehicles for my future.
On interpreting the results of LSQ, it was noticed that I had a very strong
preference for the activist style, a strong preference for the reflector style, very
low preference for the theorist style, and a moderate preference for the
pragmatist style. (Refer to Appendix-7)
Taking the LSQ exercise helped me identify my strengths and areas of
improvements. It made me realize that as a person I strive to succeed, however
my actions are calculated and are not mere reactions in order to acquire short
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REFLECTOR
THEORIST
PRAGMATIST
Concluding from the experience
Reviewing the experience
Planning the next steps
cuts. I believe that I should contribute in situations where I can not only use my
existing knowledge and expertise but also build upon them. I believe learning is
a life long process and should never be brought to an end. If learning stops life is
brought to a halt. Learning is like oiling the cogs of the grand machinery called
life.
JOHARI WINDOW :
In 1955, American psychologists Joseph Luft and Herry Ingham concocted the
Johari Window model. The model was used as a tool for demonstrating and
augmenting self-awareness, and communal comprehension amongst individuals
within a group. In today’s date, the Johari Window model is very useful because
it lays great emphasis on ‘soft’ skills, behaviour, empathy, cooperation, inter-
group development and interpersonal development.
The Johari Window is divided into four areas:
1. Open Area- this area is also known as the area of free activity. In
this area, information about an individual such as behaviour,
attitude, etc. are known to the person himself as well as his group
members. Managers and team leaders can help an individual to
expand his/her blind areas and moving towards open areas b
facilitating feedback and disclosure amongst the team members.
2. Blind Area- this area is unknown to an individual himself, whereas
other people in the group know him well. In order to increase self-
awareness, feedback from the group should be collected and the
blind area should be reduced. To boost up and to reduce the level of
fear within an individual, a manager should promote group response
to individual disclosure.
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Source: <West and Turner, 2009>
3. Hidden Area- in this area, any type of personal information which
is known to us, is kept unknown to other people. Many times the
information that is hidden by an individual in this area is not very
personal; rather it is work or performance-related. This type of
information should be transferred to the open areas. It is the duty of
a manager to maintain a balance between the pace and depth at
which an individual discloses his/her personal information to others.
4. Unknown Area- information in this area is unknown to both,
individual himself as well as other team members. This type of area
could be mainly seen in young people who lack experience or self
belief. Constructive observation and feedback within the group can
be encouraged by managers and team leaders, leading to self-
discovery.
Source: <http://www.businessballs.com/johariwindowmodel.htm>
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Therefore for a team to perform effectively and efficiently, its each member
should have a strong mutual understanding amongst them. This can only happen
when a manager is well aware of all the areas of the Johari Window.
CREATIVE THINKING:
Creative thinking is all about generating new ideas and making sure these ideas
are well implemented. Another aspect of creative thinking is to connect things
which were previously unconnected. In order to become an effective manager,
one needs to maintain a balance between creative and analytical thinking.
Managers have to face different kinds of problems during their work tenure.
These problems can be categorised into two categories, namely close-ended
problems and open-ended problems. To solve close-ended problems, a manager
needs to think analytically. On the other hand, to approach open-ended problems
the manager needs to have a creative thinking. This doesn’t mean that
possessing creative thinking is a sure shot way of find a solution for open-ended
problems. It makes various options available to the manager to ponder upon and
facilitates the process of decision making. Once creative thinking has completed
its work, next comes the analytical thinking. By using this type of thinking
options are evaluated and implementation of plans takes place.
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Source:<http://www.kenlauher.com/daily-wisdom/?Tag=Creative%20Thinking>
During my MBA program, I was made to solve a couple of questionnaires to
evaluate the type of thinking I posses. Firstly I had to solve a ‘Creative Thinking
Questionnaire’ (Refer to appendix-5). While evaluating it I found out that I am an
analytical thinker. An analytical thinker is selective, directional, judgemental,
sequential, relevant, and familiar as well as destination oriented. Secondly I
solved a ‘Left Brain- Right Brain Questionnaire’ (Refer to Appendix-6). In this
questionnaire I had to mark a given number of words according to my
preference. Again by interpreting the result I found out that I am an analytical
thinker. This exercise indicated that I am more comfortable with analytical and
logical thought processes than with creative, lateral ones.
‘A successful work of art is not one which resolves contradictions in a spurious
harmony, but one which expresses the idea of harmony negatively by
embodying the contradictions, pure and uncompromised, in its innermost
structure.’ - Theodore Adorno
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Source: <http://www.brainstorming.co.uk/quotes/creativequotations.html>
The above statement made by Adorno shows the importance of wearing a
thinking cap and that too a creative one. To become a resourceful manager in
future, I need adopt exercises to bolster my creative thinking and to help me
unearth out of the box solutions.
BELBIN’S SELF PERCEPTION REPORT:
The self perception report (Belbin) shows that I am that kind of a person who is
dedicated towards his field of interest. According to the report, I am a person
who strives to succeed. My existing knowledge and experience will be helpful in
most of the situations. Whichever direction I choose to go in, it is important to
project myself clearly to people around me. In order to consider the advantages
of working with someone who is good in areas where I am weak. To become an
efficient manager in future, I need to cover all these areas to their best (Refer to
Appendix-9).
LEARNINGS FROM LEARNING LOGS:
I have been able to attain the skill of time management within me. Working part
time along with full time studies have helped me to master the skill of time
management (refer to learning log-1, Appendix-2 ). If one doesn’t take control of
his/her time, someone else is likely to do it for us.
Another key area where I have developed is team management (refer to learning
log-2, Appendix-2). Working as a team member during some of my MBA tutorials
as well as on the work front, helped me to improvise skills of team management.
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Last but not the least, I was able to improve my communication skills by
communicating with various people from different backgrounds (refer to learning
log-3, Appendix-2). Improvising one’s communication skills play a major role in
personal and professional development for the future.
References and Bibliography
WEB PAGES AND ONLINE ARTICLES:
Mathew, P.M. (2009) 4 Ways to Increase Personal Effectiveness. Ezine
@rticles [Internet]. Available from: <http://ezinearticles.com/?4-Ways-to-
Increase-Personal-Effectiveness&id=2723787> [Accessed 2 January 2011]
Businessballs.com (2010) The Seven Habits of Highly Effective
People [Internet]. Available from:
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<http://www.businessballs.com/sevenhabitsstevencovey.htm> [Accessed
31 December 2010]
MBA India Career (2010) What MBA Means? [Internet]. Available from:
<http://www.mbaindiacareer.com/What-does-MBA-mean.htm> [Accessed
3 January 2011]
The Myers & Briggs Foundation (2010) Take the MBTI Instrument
[Internet]. Available from: <http://www.myersbriggs.org/my-mbti-
personality-type/take-the-mbti-instrument/> [Accessed 7 January 2011]
The Myers & Briggs Foundation (2010) MBTI Basics [Internet]. Available
from: <http://www.myersbriggs.org/my-mbti-personality-type/mbti-
basics/> [Accessed 7 January 2011]
The Myers & Briggs Foundation (2010) The 16 MBTI Types [Internet].
Available from:
<http://www.myersbriggs.org/my-mbti-personality-type/mbti-basics/the-
16-mbti-types.asp#ENTP> [Accessed 8 January 2011]
“Quote DB” (2010) View Quote [Internet]. Available from:
<http://www.quotedb.com/quotes/2122> [Accessed 9 January 2011]
Businessballs.com (2010) Johari Window [Internet]. Available from:
<http://www.businessballs.com/johariwindowmodel.htm> [Accessed 5
January 2011]
Brainstorming (2006) Creative quotations for brainstorming and
lateral thinking [Internet]. Available from:
<http://www.brainstorming.co.uk/quotes/creativequotations.html>
[Accessed 9 January 2011]
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BOOKS:
Murdock, A. And Scutt, C.N. (1997) Personal Effectiveness. 2nd ed.
Oxford, Butterworth-Heinemann.
Cottrell, S. (2010) Skills for Success: The Personal Development
Planning Handbook. 2nd ed. Hampshire, Palgrave MacMillan.
Honey, P. and Mumford, A. (1992) The Manual of Learning Styles. 3rd
ed. Maidenhead, Peter Honey.
Honey, P. and Mumford, A. (1995) Using Your Learning Styles. 2nd ed.
Maidenhead, Peter Honey.
Kolb, D.A. (1984) Experiential Learning. New Jersey, Prentice Hall.
E-BOOKS:
Boud, D., Keogh, R. And Walker, D. (2005) Reflection: Turning
Experience into Learning [Internet]. New York, Nichols Publishing
Company. Available from: <http://books.google.co.uk/books?
id=xBshIryFdr0C&printsec=frontcover&dq=reflection+turning+experienc
e+into+learning&hl=en&ei=9IQrTa3XJoeohAeV-
YGCAg&sa=X&oi=book_result&ct=book-
thumbnail&resnum=1&ved=0CC0Q6wEwAA#v=onepage&q&f=false>
[Accessed 6 January 2011].
West, R. And Turner, L.H. (2009) Understanding Interpersonal
Communication: Making Choices in Changing Times [Internet]. 2nd
ed. Boston, Wadsworth Cengage Learning. Available from:
<http://books.google.co.uk/books?
id=E19wR7hEEoIC&pg=PA274&dq=johari+window&hl=en&ei=MxMqTYDo
EMyxhAey2MXkAQ&sa=X&oi=book_result&ct=book-
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thumbnail&resnum=1&ved=0CC8Q6wEwAA#v=onepage&q=johari
%20window&f=false> [Accessed 5 January 2011].
ONLINE IMAGES:
History and Mission. (2010) [Online image]. Available from:
<http://www.capt.org/about-capt/history-mission.htm> [Accessed 7
January 2011].
Creative Use of Mind. (2010) [Online image]. Available from:
<http://www.kenlauher.com/daily-wisdom/?Tag=Creative%20Thinking>
[Accessed 9 January 2011].
Reflective Leadership. (2010) [Online image]. Available from:
<http://innerresourcesforleaders.blogspot.com/> [Accessed 6 January
2011]
CURRICULUM VITAE
Shabad Preet Singh Sethi
APARTMENT 84, CARR MILL
BUSLINGTHROPE LANE, LEEDS LS7 2DD
# 07424747590
CAREER OBJECTIVE
Looking for a managerial career where I can develop my skills required for organizational development.
EDUCATION
Sept 2010 – Sept 2011 Leeds Metropolitan University, Leeds
Masters of Business Administration
Currently pursuing
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Aug 2007 – July 2010 Shaheed Bhagat Singh College, Delhi University
Bachelors of Commerce
Achieved Second class degree
March 1995 – March 2007 Springdales School, India
Achieved A-levels (English, Maths, Economics
Business Studies, Accounts)
WORK EXPERIENCE
Oct 2010 – Till date Lebara Communication
Working as a sales promotion executive
CORE STRNGHTS:
Creativity High Energy Level Enthusiastic Team management Career focused
INTERESTS:
Socializing with friendsFinance Sports: Basket Ball, Cricket, Soccer.
PERSONAL PROFILE:
Father’s Name: Mr. Dalbir Singh SethiDate of birth: 15-August- 1989Gender: MalePermanent Address : A-288 Defence Colony
New Delhi-110024
India
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ACADEMIC REFERENCE:
Jane Larkin MBA AdministratorLeeds Metropolitan University Rose Bowl Leeds E-mail: [email protected]
Name: Shabad Sethi Learning log-1 Date: 12th October
Description of experience: On 12th October I got a part time job of sales
promotion. The working days were clashing with my lectures. I had to manage
my lectures along with the work hours. It was very difficult for me to manage
between the two. Continuously I used to be late for my job and once due to the
same reason I was not allowed in the tutorial for being late.
Important Observations: it came to my notice that some of my classmates
were into the same situation and were managing it very well.
What I learned: It is important for me to work part time, so I had to manage
between my studies and work without harming my studies.
Relationship to theory: Time management is a very important skill for self
development and it is very much necessary for a managerial role. It is the most
important tool to increase performance and efficiency.
Behaviours to change: I became more focused towards my studies and was
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able to cope up with my work side by side.
How: by reducing my sleeping hours and getting up early, I was able to manage
time. As I revised my lectures in the evening before sleep.
Name: Shabad Sethi Learning log-2 Date: 15th November
Description of experience: Prior to coming for my masters in Leeds, I did not
have much of group work in our classes back in my country. In most of the
marketing tutorial at Leeds Metropolitan University, we were asked to work in
groups. In one of the tutorials we were given a group task. Our group was unable
to accomplish the task because all the members had conflicting views and were
unable to come to a conclusion.
Important Observations: All other groups in our class were having a fair
discussion and all members’ view points were being considered.
What I learned: To work in a group, it is very important to cooperate with other
group members and achieve the objectives. In many areas of problem solving, it
is important to consider views of every member.
Relationship to theory: Team management is the main role of a manager. A
manager has to make his subordinates work in team for organisational
development.
Behaviours to change: For team management it was very important for me to
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listen to the views of others and not force my view points over them.
How: In the following tutorials while working in groups, I jotted down all the view
points of our team members. We selected the best views and had a healthy
discussion resulting to a conclusion.
Name: Shabad Sethi Learning log-3 Date: 25th December
Description of experience: Good communication skills had always been a
negative point for me. Due to lack of command and fluency in English, I used to
avoid conversation with people. Since my arrival in Leeds, I had to continuously
communicate with different people in English.
Important Observations: I noticed that my friends were really good in
conversations with other people. They could easily understand what was taught
in the lectures where I had to face problems initially.
What I learned: By interacting with different people in my class and vicinity,
and being a sales executive with one of the well known telecommunication
company in UK, helped me to gain a good command over my communication
skills.
Relationship to theory: In order to become a reputed and apt manager in
future, one needs to master his/her communication skills.
Behaviours to change: Now I don’t hesitate in communicating with people
and can easily make them understand what I meant to say.
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How: During my MBA lectures and tutorials, I take an active part in the class and
try to answer all the questions asked by the tutor. On the other hand, I have
been able to make more sales on the work front resulting in more incentives.
STRENGTHS WEAKNESSES
Creative, imaginative, solve difficult
problems easily.
Extrovert, enthusiastic, communicative.
Ability to get other people together to
promote team discussions.
The drive and courage to overcome
obstacles is present.
Serious minded.
Co-operative, mild, perceptive and
diplomatic.
Disciplined, reliable, conservative in
Habits.
Single-minded, self-starting, and dedicated.
Ignores incidentals, pre-occupied with
own thoughts.
Can lose interest once initial enthusiasm
has passed.
Prone to provocation.
Lack of drive and ability to inspire others.
Somewhat inflexible.
Reluctant to change.
Indecisive in crunch situations.
OPPORTUNITIES THREATS
Chance to work with multinational
companies on international front
Ability to cope up with time
Due to recession, less availability of
jobs.
International crunch.
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Taking understanding in international
business context
To handle extreme work pressure
Delay in getting post study work
visa.
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