奥克兰代写Essay:有效的学习者

2018-08-21 23:29

在我看来，以及我从模块中获得的人际效能方面的见解，这些目标的实现将会使我成为一个有效的学习者。这些原则也可以被视为对整个学习型组织具有建设性的原则，在我看来，这是我们大家都应该认为是我们个人贡献的有价值的结果。正如Hyam和Mason所指出的，“学习型组织的拥护者认为，在这种组织中，管理者以一种全新的方式，运用新的隐喻和理解方式，感知自己在组织中的位置，以及与下属的关系。””(16)。衡量个人在这方面取得进展的一种方法是使用一种反射方案，例如吉布斯的反射周期。:在这个过程中，学习者或实践者可以使用描述来形象化发展或事件，然后在过程的“感觉”阶段评估他们自己的情绪反应。从那里你继续到评估和分析阶段，从情况中寻找任何更广泛的含义或可察觉的模式，然后继续到结论和行动计划。我认为这种技能非常重要，因为无论你走到当代就业领域，你都会遇到一种评估和制度，以及某种形式的目标设定制度。因此，了解自己的真实情况与专业情况的要求，与了解别人的看法一样重要。在我看来，这就是交易型管理和真正转型型管理的区别。正如Fincham和Rhodes所表达的那样，交易模式“……只是领导人或追随者之间出于经济或政治原因的相互交流”。在变革型领导中，有一个更深入、更强大的过程。在这里，一个或多个人以这样一种方式与他人交往，领导者和跟随者以提升彼此的动机和道德水平。”(17)。因此，值得商榷的交易管理始于个人领域。
奥克兰代写Essay:有效的学习者
In my estimation, and with regard to the insights I have obtained about interpersonal effectiveness from the module, achievement of these objectives would go a considerable way towards making me an effective learner. They are also principles which could be deemed constructive of a learning organization as a whole, something which, in my view, we should all regard as the worthwhile outcome of our individual contributions. As Hyam and Mason point out, ‘The learning organization, argue its advocates, is one in which managers perceive their position in the organization, and their relationship with subordinates, in a radically new way, utilizing new metaphors and ways of understanding.' (16). One way to measure individual progress towards this outcome would be through the use of a reflective scheme such as Gibbs' Reflective Cycle.: Within this, the learner or practitioner can use description to visualize developments or events, subsequently evaluating their own emotional response in the ‘feelings' stage of the process. From there you progress on to the evaluation and analysis stages, seeking out any wider implications or perceptible patterns from the situation, before proceeding onto the conclusion and action plan. I consider this skill-set to be of huge importance, because wherever you go in the contemporary employment scene, you will encounter an appraisal and system, and some form of target setting regime. Being aware of one's own real situation in relation to the requirements of a professional situation, is therefore just as important as finding out about the perceptions of others. In my opinion, this is the difference between merely transactional or genuinely transformational management. As Fincham and Rhodes express it, the transactional model is ‘…simply a mutual exchange for economic or political reasons between leader or follower. In transformational leadership a deeper, more powerful process is present. Here one or more persons engage with others in such a way that leaders and followers raise each other up to higher levels of motivation and morality.' (17). It can be argued therefore that worthwhile transactional management begins in the personal sphere.

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