PDSM Personal Abilities

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Course/Unit Information


Pearson (Edexcel) BTEC Level 7Extended Degree or diploma in Tactical Management & Leadership Product No .

Product 2

Unit Name

Specialist Development for Strategic Managers

Unit code



J1410- PDSM – Sredharran Sampath

Instructor Information


Sredharran Sampath



Skype ip telefoni


[email protected] com

Assignment Information

Full/ Portion Assignment


Date Project Issued

Task - 29/10/2014

Date Job Due

Process - 22/11/2014

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(To end up being filled by the student before submitting the assignment) Identity

Westford Scholar ID



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College student Declaration

My spouse and i, _________________ (Name) hereby confirm that this task is my own work rather than copied or plagiarized. It has not recently been posted as part of virtually any assessment in this qualification. All of the sources, that information have been obtained just for this assignment, have been completely referenced according to Harvard Referring to format. I further state that I have browse and recognized the Westford School of Management regulations about plagiarism and duplicating and agree to be certain by them.

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2Personal Skills4

2 . 1Human Skills4

2 . 2Conceptual Skills4

2 . 3Technical Skills5

3Professional Skills5

4Strategic Skills for Leadership6

5Learning Styles7

6Personal Development Plan7

7Personal Objectives8



1 Intro

This conventional paper reviews the individual and specialist skills that are required to achieve the tactical goals in an organization. It also draws your own development program which helps in achieving such goals. two Personal Abilities

1 . 1 Analysis Criteria 1 ) 1 -- use suitable methods to assess personal expertise required to achieve strategic goals)

George (2011) observed that we now have a number of skills which are not related to the organization but the individual within the business. These skills bring success towards the individual and therefore indirectly contribute towards the accomplishment of the organization. These skills contain human abilities, conceptual skills and technological skills. They are discussed under: 2 . you Human Expertise

These skills stand for the person's ability to lead from the entrance, alter the problematic situation and take control of the specific situation in the time of need. These kinds of also include the behaviour individuals to work with additional individuals. These are important not only for the purpose of self-motivation but to stimulate others too. Emphasizing upon the importance of human expertise, Rubin & Brody (2011) said that " in an economy characterized by low self-esteem, organizational dysfunction, and increasingly fast-paced and high-pressure workplaces, employers can easily create circumstances that enhance employee wellbeing, commitment, and satisfaction, thus likely the well-being in the organization. ” A leader in an organization utilizes such personal skills and creates this kind of atmosphere. 2 . 2 Conceptual Skills

These skills stand for the personal capability of an person to ubung into the challenging situation and analyze their intensity and distinguish between the condition, its causes and its results (Griffin & Moorhead, 2013). Although in any organization usually there are mechanisms in position to deal with difficult situation but the components of this kind of mechanisms will be mobilized by individual leading the organization through his conceptual skills (Boonstra, 2008). 2 . 3 Technical Skills

Learning these skills represent the power of the individual to apply the tactics and understanding he had towards manifestation the required job. By utilizing these kinds of skills the in a bureaucratic position can allocate the responsibilities for the concerned...

Bibliography: Boonstra (2008): Dynamics of Organizational Transform and Learning.

Belasen (2000): Leading the Learning Company: Communication and Competencies for Managing Change (SUNY Series in Human Communication Processes)

Caprino (2012): The Top almost eight Skills Pros Need to Master. Forbes, Apr 27, 2012

Coffield (et al

Griffin & Moorhead (2013): Organizational Actions: Managing Persons & Businesses. South-Western College or university Publishing

George (2011): Essentials of contemporary administration (4th male impotence. )

Kolb (1984): Experiential learning: Experience as the cause of learning and advancement. Englewood Cliffs, NJ: Prentice-Hall.

OECD (2012): Better Abilities, Better Jobs, Better Lives: A Strategic Way of Skills Procedures.

Robert (et 's

Rubin & Brody (2011): Work and Occupations vol. 38, 5: pp. 465-499, first released on Summer 21, 2011

Weber (2014): Becoming an Entrepreneur

Whetten (2012): Developing Administration Skills. 5th Edition, Nj, Prentice Hall



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