personal effectiveness

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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 : 11 TH JANUARY 2011 ll LEEDS METROPOLITIAN UNIVERSITY Page 1

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Page 1: Personal Effectiveness

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

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(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

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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

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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

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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

[email protected]

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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