All 3 entries tagged Cbe
October 27, 2013
The past one month has been an intense studying process for me. The module is not difficult, but it contains huge amount of information and requires great practices. I was never particularly good at time management, so this was definitely a challenge, but the good thing is I am getting better at it. Paul has emphasized many times in class that ‘time is the currency this year’, and now I understand what he meant!
I was learning everyday, from classes and course mates, during researches, by doing presentation and writing reports, and self-assessment. Among all the things that I have learnt, I just want to pick out a few points that have influenced me the most.
1. I knew nothing about ISO 9000, or EFQM before coming to WMG, and had never even heard of Deming. And now I can easily give my friends a 10 minutes presentation on any of those topics.
2. It was extremely shocking when first hearing some of the management philosophies, and I remember that I could not get my head around and was arguing with Paul in class many times. Yet through this one month, I really start to compare those new management tools with the old ones that I was used to, and I realize how these tools are so much more advanced. I learnt to jump out of the box and re-examine the knowledge I was taught before. I started to adapt into this new way of thinking, and I truly appreciate this transform.
3. Group projects were definitely a challenge. Although I have done quite many group reports and presentations during my undergrad study, but one of them were like what we are doing in MBE. And many of the comments are so useful. And I can actually see myself improving throughout the 6 projects.
4. I like how this course always gets you thinking.
In general I enjoyed CBE a lot. It is definitely a new approach of learning to me, and I am looking forward to what is coming next.
October 13, 2013
When reviewing my first entry, I realised that Paul’s argument on ‘nature’ and ‘training’ somehow contradicts with what he said in another lecture about job promotion. He argued that some companies promote people mainly based on their productivity, and ignored the fact that they may not be the best managerial material. This somehow means, from what I understood, that Paul think management ability is something that cannot be trained therefore choosing the right people is better than help someone to develop this skill/quality, and this contradicts with his argument on ‘you can become anyone you want’.
During the first lecture, Paul also argued that companies should not just kick out employees that are underperforming, but to help them grow. Yet I believe that promoting is also another way of helping employees to develop different skills. Most of the people are pushed by their ego, pride and greed, they either want a raise in salary or a promotion to be more respectful. This works as a motivation too. Therefore, if this is taken away from them, as they know that they will forever be put on the position they are on now, they may feel bored of what they do, and they may feel discouraged, and unwilling to give out the best performance.
Personally, I agree with Paul that someone great with what he does may not have the best management skills, but I still think promotion decisions should be based on employee’s performance and productivity, because this is only fair to some that work so much harder than his colleagues. Also, without the help of the performance records, who is to judge that whether this employee should be promoted but not that one? Obviously you cannot just base such decision on your sixth sense or your personal understanding towards the employees, it would not be fair or convincing. And promotion gives employees something to fight for and look forward to, right? :)
October 11, 2013
1. Time Management
This is the first entry I wrote on Warwick blog. I have been wanting to get it started since day one but I have this important job application going on (as I really like the company and would love to be a part of it after graduation) that I got distracted. Although I am an efficient worker, I am very poor at time management and very good at procrastination. As Paul emphasized again and again in class about the importance of time management, I realise that this would be the most challenging task for me this year, but I have promised myself that I would try my best to overcome it, so I am willing to give out 100% of my effort.
2. Leadership: ‘Born With It’ Or ‘Train to Have’?
While I was writing the self-evaluation part of my CV and I realised that I had mentioned ‘leadership’ several times and prided myself on being a good leader from the past experiences I had working with people in teams. When questioning myself what are the elements/qualities that helped me built up my leadership skills, I realised it is not only because of the experiences and training I gained from earlier years, but largely because of personality and characteristic I was born with, the way I grew up, the way my brain thinks and does things. I am no better than others with a softer and tender characteristic, but I believe the nature of oneself plays an important role in deciding what he will become/do as a career in the future, and that maybe something you cannot be trained.
Paul argued in class that if you want to become the president of the USA you can, you can become anyone you want to be if you try hard enough and search for varies methods that will lead you to your goals, but I have to argue that this may not be the case. When you set a goal, it also has to be realistic and actually suits you. For example, if you want to become a singer, for whatever reasons, but you have a horrible voice, then most likely, after hundreds and hundreds of training session, you still cannot. This is something you are born with physically. You cannot ask a person with mobility problem to be professional in football no matter how much he desires to play. People have their limitations, and there are things cannot be trained.
Furthermore, people tend to choose to do things that they are actually good at. This not only boosts their confidence, making them feel good about themselves and therefore feel happy spend time on it and to do more, but also provides higher efficiency for themselves and the society they live in, where ideally, people should be put to places that best fit them. So we can argue that struggling to do something that you are actually bad at as a life-long career may not be the wisest thing, there are other options opening.
C. The Case of Leadership
There is this Chinese old saying goes like this: even the forms of the great mountains and rivers can be changed and transformed through time, yet one’s nature, the real characteristic of oneself, is so hard, or maybe impossible to be changed. So to conclude, i think although some are born with certain talents, knowledge and skills, such as management skills and presentation skills can be improved to reach and give out the same level of performance if one with less talent really tries, yet there things you cannot train. This includes physical ability (such as singing, and sports etc.) and the true nature and characteristic of oneself. When coming to the arguement of what make good leadership, I believe it depends on:
a. The leader himself (includes IQ, EQ, personality, mindsets, charisma etc.), and
b. His management and leadership skills.
The second quality can be trained and improved. Therefore people who are born with such talents and those without CAN reach the same level of leadership performance standard if the later put into more efforts. Yet I also think that the first quality of leadership is something that CANNOT be trained, people are born with it and this is unchangeable, or at least it would not natural if they force to change away from their true selves.