Value of Your Skills and Interpersonal Skills

Specific

Measurable

Achievable

Realisic

Timely

Targets that are used to plan strategys and manage performance levels.

Formal training is instructor led and on-line programs, courses and events deeloped and organised by the company.

Informal training a learner inititated, involves action and doing, is motivated by an intent to develop and does not occur in a formal learning setting.

Formal development opportunities might include organised trainning, coaching or deveopment programmes or courses - either internally or externally delivered.

Modes of delivery include face-to-face, part time/full time, distance learning, internet eLearning, etc.

They may range from short one off training interventions to long programmes over several years.

They may attract internal certification or qualification or be nationally recognised qualifications.

Informal development opportunities are readily available but greater benefit comes to those that actively seek out and commit to such opportunities. They include 

• Coaching
• Mentoring
• Job deputation or rotation
• Internet research
• Delegated tasks and projects
• Reading
• Observing more experienced colleagues
• Secondment to a different department
• Charity work with transferable skills experience
• Video learning - e.g. via wesbites such as YouTube
• Customer and supplier visits
• Project work

Team member - Works alongside other team members or colleagues.

Supervisor - Provides supervision, a source of help, dealing with queries or problems, checks quality of work.

Team leader - Works with the team and provides guidance, instruction, direction, role model for other team members.

Manager - Overseas functions of the team, checking progressm conducts audits.

Organisational structure is a system used to define a hierarchy within an rganisation. It is a framework for managing business operations. There are different types of systems.

Tall organisations have many levels of hierarchy. The span of control is narrow and there are opportities for promotion. Lines of communication are long, making the firm unresponsive to change.

Flat organisations have few levels of hierarchy. Lines of communication are short, making the firm responsive to change. A wide span of control means that tasks must be delegated and managers can feel overstretched.

A functional structure is when an employee has a single manager that they report to, areas are organised by functional areas, issues/queries will be directed to a single point of contact.

A matrix structure is when there are sub areas with a functional area - employee ould work in their own functions or in different projects.

A centralised structure concentrates decision making at the top of the hierarchy and decision making is not delegated to lower level managers.

A decentralised structure delegates decision making from the top of the hiearchy to lower level management. Decisions can be made locally.