Continuing Professional Development (CPD) - Organization Growth & Leadership, Transactional Analysis - Management Assignment Help

Assignment Task

Learning Outcomes: 
After completing the module, you should be able to 
1. Identify the key transferable skills required within the workplace 
2 Illustrate their use and application, particularly within a management context 
3 Explain the use and application of supportive management and leadership skies and relate this to appropriate theory 
4 Reflect on own management and leadership skills using a range of models 
5 Develop and lustily a personal development plan that facilitates an increased level of effective management and leadership.

Communication 
• For communication to be effective, specific processes must be followed. 
• The sender of the message decides on what will be included within the message and how it will be sent. 
• The receiver of the message will decode the content and translate it into meaning. 
• If the message is unclear, then the receiver will provide feedback to the sender and seek clarification. 
• If the message is clear, the two parties can engage in a dialogue. Problems can arise between the transmitter and receiver stages. 
• Another issue that might arise during this process is inaccuracy when decoding the message.
• Effective communication can help in the following areas: 
• influencing others 
• negotiating a successful outcome 
• persuading others when presenting 
• discussing your own ideas.
• Such skills are valuable in many roles, such as marketing and sales-related jobs, as well as, of course, in our personal lives. 
• Cottrell (2015, p. 153) argues that good negotiators need the following skills and qualities to succeed • Decision-making 
• Reading the situation and the 'opposition' 
• Persuasiveness and communication skills 
• Assertiveness
 • Dealing with difficult people. 

Transactional analysis 
• Transactional analysis was developed by Eric Beme. 
It is a theory closely linked to personality and the way we communicate. Berne's theory of 'transactional analysis (TA) is based on three ego states: 
• Parent 
• Adult 
• Child. 
• These ego states (linked to personality) are thought to be used by adults within the communication process. A person can be associated with any of the ego states depending on the situation. 
• Parent ego state - when adults behave within this ego state. they can either take a judgmental and regulatory stance or show supportive and nurturing personality traits. 
• Adult ego state - when adults behave within this ego state. they seek information prior to passing judgment, respect others and take a problem-solving approach, and they will be reasonable.
• Child ego state - this is when adults can experience anger, hurt. happiness, joy, and confusion in any communication situation. 

Transactional Analysis 
• How relevant is the TA within the work environment? All three ego states have their merits. 
• The parent ego state might be more suited to managing an inexperienced team. The manager will may show control but also support. in order to develop the employees. 
• According to Mullins (2010) Knowledge of TA can be of benefit to employees who are dealing with potentially difficult situations. 
• The child's ego state is useful when being creative and seeking out new ideas. 
• The adult ego state maintains the status quo and ensures there are fairness and transparency. such as when working as a team. 

Introduction

• Continuing professional development (CPD) is a process for managing the learning and growth of individuals within an organization. 
• It involves a combination of processes, approaches, and ideas that are focused on results and may be tailored to the specific needs of individual employees. 
• CPD is a requirement in most professions and so needs to be actively considered as a learning and development function. (Tickell 2014, p. 164) 
• Involves ongoing consistent maintenance and development of the individual’s practice, to ensure that their work is fit for purpose. 

CPD

• Changes in society and in organizations require revisions to the way staff development is provided.
• The economic climate has made the search for efficiency intense and ongoing. 
• The rate and degree of change in the workplace  - technology, systems, procedures, attitudes meant that the relatively static definition of jobs no longer exists.
• Current employment practice and lack of stable/permanent workforce have shifted concern from initial training to improving the performance of staff already in post.
• Changes in the values of society place more emphasis on individual responsibility.
• For survival in a climate of continuous change, the need to learn is also continuous. Competence in self-managed learning is, therefore, an important basic skill.
• People learn best from real work situations. A dual-purpose is served: the work performance improves, and the individual develops. 

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