Business Leadership Skills

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Business Leadership Skills
MGTC90 Fall 2012
Dr. P. Radhakrishnan

Assignment 2
Nuo Promise Xu
996621918

Page 1 of 17

MGTC90 Fall 2012
Dr. P. Radhakrishnan

Assignment 2
Nuo Promise Xu | 996621918

Overview
In choosing a focus area for this course, social skills is chosen. After reviewing academic literature and combining my personal situation, a behavioral-based improvement plan, together with progress tracking journal and social skills assessment tools, were developed and implemented. Improvement on social skills, in terms of positive behaviors frequency and social skills scores, are very significant. The reason of success and its impact on my life are also dicussed.

Weekly Progress Tracking Form
In evaluating and forming improvement plan, multiple resources were identified and analyzed (Cherniss et al., 2010; Sappey & Sappey, 1999; Latham & Saari, 1979; Hickman; Long & Sherer, 1984; Soffer, 2003 and Riggio, 1986). I found that following common patterns for the training program developed or mentioned above:



All of the trainings involve peer interaction and evaluation by others.



All of the trainings targeted towards managers have presentation, question and answer and critique components.



All of the trainings are evaluated using a multi-rater assessment tool.



Trainings towards manager have a strong focus on effective presentation, constructive criticism, handling question and complaints.



Trainings toward adolescents and children focus more on establishing social connection and interaction, maintaining conversation and understanding others' emotions.

Considering my age group (22 years old), current status (working as a Teaching Assistant and President for a 200-people not-for-profit organization) and previous experience (16-months working experience as a Business Analyst and several other professional involvement), I chose to Page 2 of 17

MGTC90 Fall 2012
Dr. P. Radhakrishnan

Assignment 2
Nuo Promise Xu | 996621918

construct my plan based on training models that are developed for managers. Among all, the "Seven EI Habits" (Cherniss et al., 2010) are of particular interest: (1)Making a daily effort to compliment someone sincerely; (2)Practicing good listening; (3)Conveying to someone that you trust they will meet their commitments; (4)Refraining from acting when angry; (5)Being transparent; (6)Focusing on a person’s strengths rather than limitations. (7)Not speaking ill of someone when others speak ill of that person. Furthermore, the effective complaint resolution points are also of interest: (a) Avoid responding with hostility or defensiveness, (b) ask for and listen openly to the employee's complaint; (c) restate the complaint for thorough understanding; (d) recognize and acknowledge his or her viewpoint; (e) if necessary, state your position nondefensively; and (f) set a specific date for a follow-up meeting (Latham & Saari, 1979).

The two above behavioral examples were combined together in formulating my own Weekly Progress Tracking Form (See Appendix 1), which is the list of activities that I planned to practice on and keep track of.

Frequency of displaying the Seven EI Habits were updated daily to ensure an accurate record. One mark was given for each time a habit is displayed. A week-end retrospective was conducted for each item to record whether the specific technique was used and how many time it was used. One mark was given for having utilized a technique in that week's complaint resolution, either in dealing with students in my tutorials or in professional environment. Total mark was calculated by adding all the marks of that week.

The validity of this Weekly Progress Tracking Form is backed by the researches cited. Specifically, Seven EI Habits is stated to be both practical (as there are plenty opportunities for Page 3 of 17

MGTC90 Fall 2012
Dr. P. Radhakrishnan

Assignment 2
Nuo Promise Xu | 996621918

each habit)...
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