8/16/2019 Chapter 8 Manage Personal Work Priorities and Professional Development Activities

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BSBWOR501A Manage personal work priorities and professional development

Additional Activities (K ole ! "d#

$apter % Managing priorities

1. Form into groups of three with people you feel comfortable with. Offer feedback on each

other’s image. Confine your feedback to objective and non-evaluative statements. ome

areas you might want to ask for feedback on are!

• "ow #professional’ do $ seem to you%

• &oes my attitude come across as proactive' positive and #can do’' or as reactive'

negative and #blaming’%

• (hat could $ do to seem more proactive' positive and #can do’%

• &o $ seem confident without blowing my own trumpet%

(hen offering feedback' cite e)amples to illustrate your points.

*. $n small groups' write two realistic' +, measures of success for each of the

following typical managerial key result areas!

•  ,dministration

• /ehaving with honesty and integrity

• Continuous improvement

• Customer relations

• 0eadership

• reating people with respect and courtesy

• sing the organisation’s resources' including information' in a proper manner.

(hich of the measures you have written are lead indicators and which are lag indicators%

(hich would be more useful and why%

2. 3air up and' referring to Figure 4.*' decide what would be some typical tasks in each of

the four 5uadrants for students. hen discuss how to use the diagram to help you set

priorities and achieve results more easily.

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6. (orking in small groups' discuss in which of the four 5uadrants in Figure 4.* should

managers aim to spend most of their time. (hat would prevent them from spending all of

their time working on important' non-urgent matters% 0ist si) to ten typical management

activities in each 5uadrant.

7. (orking in small groups' read through the list of typical management #crises’ below. "ow

would acting earlier' when the matter would have been important but not yet urgent' have

prevented each crisis% he first two are completed for you.

risis &reventative action

 , piece of e5uipment or a machine crashes. outine maintenance

 ,n important deadline is missed. aking the time to make a plan

 , key employee resigns or takes e)tendedsick leave and no one can cover for her.

8ou find your professional skills are out of date.

omeone has an accident.

 ,n important deadline is missed because no one

realised that a key activity had not been completed.

9. "ow could a manager become trapped working on unimportant matters% $n small groups'

list at least si) reasons for working too much on unimportant' non-urgent matters' and si)

reasons for working on unimportant' urgent matters.

:. From the efficiency techni5ues e)plained in the chapter' select one that you have not

used before. se it conscientiously and consistently for the ne)t three weeks and report

back to the class on its effectiveness. $f you have developed any of your own efficiency

techni5ues' share these with the class' too.

4. &evelop a simple monitoring system to keep you on track in your studies' following the

guidelines given in this chapter. Compare it with others in your class to see whether you

can learn any good ideas to improve your own system.