Competence Development Essay Example

  • Category:
    Management
  • Document type:
    Article
  • Level:
    Undergraduate
  • Page:
    3
  • Words:
    2233

1. EVIDENCE OF COMPETENCE IN ORAL COMMUNICATION

Element of Competence Description of Achievement
1. My best example of oral communication is…… When I trained a group of school students in fire fighting activities.
2. Brief details of the circumstances of the event or activity – why it was necessary to exercise persuasion I managed a workshop on fire safety in the high school and interacted with students. I successfully persuaded the parents to let their children take part in the initiative.
3. Level of responsibility for the work in question – the scale and scope of the event……. I was the sole coordinator for the week-long project
4. Personal contribution – what I did………. I personally interacted with the students and made them aware of fire safety rules.
5. Who else was involved – and what they did. How I involved other people — for example by delegating authority or seeking opinions The school management was involved. I appointed team leaders from each of the age group and changed leaders to promote better understanding and leadership quality.
6. Skills I exercised and the qualities I demonstrated…. Time management and communication skills were of great help to motivate the children.
7. The outcomes – what happened? All the students above 14 participated and received certificates after successfully completing the workshop.
8. What worked well on this occasion? My oral communication skill and ability to mix with the teenagers worked well for the occasion.
9. What lessons did I learn from this exercise? Children are always eager to learn and they pick up fire safety skill faster in their life.
10. What would I do differently on another occasion? I will mail different schools informing them about the activity so that a large scale event can be organised.
11. How do I measure my success in this competence? All the parents were happy with the kind of training their children received.

EVIDENCE OF COMPETENCE IN MANAGING CHANGE

Element of Competence Description of Achievement
1. My best example of managing change is…… When a new fire fighting mechanism was installed in an urban complex.
2. Brief details of the circumstances of the event or activity – why it was necessary to exercise persuasion I convinced the urban authorities about the installation and its positive impact.
3. Level of responsibility for the work in question – the scale and scope of the event……. I was the manager-in-charge of the project.
4. Personal contribution – what I did………. I managed the installation process and contributed to the designing of the new system
5. Who else was involved – and what they did. How I involved other people — for example by delegating authority or seeking opinions The authorities were involved and they financed the entire process
6. Skills I exercised and the qualities I demonstrated…. My engineering abilities and technical acumen
7. The outcomes – what happened? The process was installed successfully and the fire fighting efficiency of the centre increased.
8. What worked well on this occasion? The coordination between me and the authorities.
9. What lessons did I learn from this exercise? One should first evaluate the budget and then chart a plan.
10. What would I do differently on another occasion? I will work more closely with the ground technicians.
11. How do I measure my success in this competence? The urban authority requested me to take up their another project to enhance fire safety

EVIDENCE OF COMPETENCE IN MANAGING A DIFFICULT SITUATION

Element of Competence Description of Achievement
1. My best example of managing a difficult situation is…… When I was entrusted by my manager to head a rescue operation after a major cyclone.
2. Brief details of the circumstances of the event or activity – why it was necessary to exercise persuasion There was fire in a hospital premises and we evacuated the entire arena to ensure a smooth operation.
3. Level of responsibility for the work in question – the scale and scope of the event……. I was the project leader and we worked for three days to normalise the disaster-like situation.
4. Personal contribution – what I did………. I personally rescued dozens of victims and supervised the rescue act.
5. Who else was involved – and what they did. How I involved other people — for example by delegating authority or seeking opinions My team mates were involved and I distributed charges among all of them.
6. Skills I exercised and the qualities I demonstrated…. I exercised leadership and professional acumen.
7. The outcomes – what happened? The hospital was saved but there was partial damage which we could not stop.
8. What worked well on this occasion? Team work and sincerity.
9. What lessons did I learn from this exercise? One should consult seniors while dealing with life and death situation which I did on my part.
10. What would I do differently on another occasion? I will employ more healthcare professionals to take care of victims.
11. How do I measure my success in this competence? It was a mixed response as the environment played a central role to our success.

EVIDENCE OF COMPETENCE IN NEGOTIATING A COMPROMISE

Element of Competence Description of Achievement
1. My best example of negotiating a compromise is…… when I persuaded a family not to jump through the window of a burning twelve-storied building.
2. Brief details of the circumstances of the event or activity – why it was necessary to exercise persuasion I was selected by the emergency managers to tackle the situation in which a family was trapped inside their burning home.
3. Level of responsibility for the work in question – the scale and scope of the event……. I was in charge of a team of four and it took five hours to take the family to safety.
4. Personal contribution – what I did………. I personally spoke to the family over loudspeaker and engaged them in conversation so that they gain some confidence on us.
5. Who else was involved – and what they did. How I involved other people — for example by delegating authority or seeking opinions As the operation in-charge, I distributed charges among my colleagues. I also consulted my immediate manager prior to the operation.
6. Skills I exercised and the qualities I demonstrated…. I used my organisational skill and managerial skill.
7. The outcomes – what happened? All the members of the family were rescued successfully and despatched to hospital with immediate effect.
8. What worked well on this occasion? Team work and good negotiation skill made the operation successful.
9. What lessons did I learn from this exercise? It is always better to divide responsibilities while working for a common goal.
10. What would I do differently on another occasion? I will use more sophisticated tools of communication with the victims to keep them informed about the progress in rescue operation.
11. How do I measure my success in this competence? All the members of the family were rescued successfully with no casualty.

EVIDENCE OF COMPETENCE IN DEALING WITH CONFLICT

Element of Competence Description of Achievement
1. My best example of dealing with conflict is…… Convincing my manager to adopt a new technology.
2. Brief details of the circumstances of the event or activity – why it was necessary to exercise persuasion I recommended the use of an eco-friendly fire extinguisher to deal with an industrial fire.
3. Level of responsibility for the work in question – the scale and scope of the event……. I was working in a team of five professionals, led by our manager.
4. Personal contribution – what I did………. I worked for seven days and made sure that I brief all the employees, trapped inside the factory about safety requirement.
5. Who else was involved – and what they did. How I involved other people — for example by delegating authority or seeking opinions Our entire tem was involved.
6. Skills I exercised and the qualities I demonstrated…. I exercised my planning and execution skills to implement my idea of using eco-friendly extinguisher.
7. The outcomes – what happened? The fire was controlled with minimal adverse effect on environment.
8. What worked well on this occasion? My exposure to latest technology and our team work.
9. What lessons did I learn from this exercise? I should consult my manager and be open to adopt new technologies.
10. What would I do differently on another occasion? I will brief my team prior to the operation and take them in confidence.
11. How do I measure my success in this competence? My manager said I did a great job by using the new extinguisher and expressed his full support to new ideas.

In order to manage a fire and rescue operation effectively, all the five competencies are needed to be correlated and managed. Below is a brief description on each of them.

Oral communication

Oral communication is an integral and essential tool of modern-age business and management decisions. It is best described as any type of interaction, based on the use of pronounced words. According to Herta A. Murphy and Herbert W. Hildebrandt, «Knowing the content of the functional areas of business is important, but to give life to those ideas—in meetings or in solo presentations—demands an effective oral presentation.» Various types of oral communications are used within an organization, including personal discussions, informal conversation, staff meetings, telephone discourse and presentations. To commute effectively with external sources other forms of oral communications are used, including telephonic conversations, face-to-face meetings, speeches, video conferencing and teleconferences.

Managing Change

Effective change management is of prime importance for all managers, be it corporate headquarters or junior management. All modern-age managers must understand that change will be a constant phenomenon in their professional lives. Being a leader in change management is one of the core competencies required to tackle the complex situations in twenty-first century. There are certain skills and attitudes, including psychological factors, which must be embodied in an effective change manager. Managers today can play a pivotal role in planning and implementing critical processes to help avoid setbacks and disasters. A modern manager must have the fundamental skill of change management, coupled with the allied skills of working under stress and problem solving. Managers must select various techniques to plan, implement and monitor the impact of change. (Carnall,1991).

Managing a difficult situation

The art of managing a difficult situation commands critical importance in dealing with fire and rescue operations. This competence must be developed to save energy and time by reducing the impact of stressful situation. It is very important to understand key stages of situational management to prepare and deliver effective solution and enhance trust among the colleagues by understanding their motivation. The rescue operators and managers must understand the motivations of other people, involved and introduce structured thinking techniques. While dealing with a crisis situation, the managers must be in control of the situation, and at the same time, should keep all sources of communication open. He should also choose activities that will offer him greater satisfaction and will allow him to self-motivate himself rather than seeking approval from others. In a difficult situation, leaders and managers must communicate messages in an audience-centric, colleague-friendly, sensitive way which will control the adversity of the situation, promote calm and restore confidence.

Negotiating a compromise

While developing competence in a critical field, like fire safety and rescue, the incumbent must concentrate on negotiating a compromise as effectively as possible. There will always be situations at work which can not be solved if both the parties stick to their ground. Both or one of the parties have to give in or climb down on their demands for the successful negotiation. In this age of change management, as technology increasingly streamlines departments and processes, there is an enhanced possibility of having to negotiate a seemingly difficult compromise to minimize risk. This is an enviable skill which a manger must learn in order to deal with a host of risky, life-threatening situations and restore comfort between the two parties. Those who can easily build trust-worthy relationship and solve problems are also very good at effective negotiating. As mentioned by Beagrie (2007, Personnel Today magazine), the personnel, who are looking to negotiate a compromise in a fire-related crisis, must have an ability to empathize and put themselves in other’s position. One should also be able to follow and understand body language and be sensitive to voice tones, avoiding abusive language and aggressive behaviour at every point of conflict. Fire safety and rescue professionals, engaged in striking a compromise through negotiation must always look for peaceful solutions and try to defuse tension when the situation threatens to turn violent.

Dealing with conflict

There are several factors which can ignite a conflict, including age, religion, educational, cultural differences; body language; ego; lack of understanding; apathy; frustration and stress; biases and prejudices; sabotage; manipulation and inconsistency; and conflict of morals or ethics. In order to deal with a conflict, fire safety personnel must have calm posture, the ability to listen and speak up, capacity of take charge of the situation and should be able to set a time frame for negotiating.

References

Beagrie, Scott 2007, 11 th June, “How to negotiate a compromise”, Personnel Today magazine

Carnall Colin A., Managing Change, 1991

Murphy Herta A. and Hildebrandt. Herbert W. 2001, Effective business communications