Journal – Reflective practice (1,500 words) Essay Example

  • Category:
    Management
  • Document type:
    Case Study
  • Level:
    Masters
  • Page:
    3
  • Words:
    1625

Journal- Reflective practice

Customer Inserts His/Her Name

Customer Inserts Grade Course

Customer Inserts Tutor’s Name

16th May 2013

Introduction

The aim of this paper is to conduct an assessment in form of a reflective journal. In so doing, the paper has collected information on Knowledge Management Programs, Coaching, Counselling and Mentoring as well as Employment Relations in Professional Practice. The paper has then collected personal thoughts and feelings on the three topics and has addressed their applicability on a personal context.

Knowledge Management Programs

What was the learning situation or event?

I learnt that effective knowledge management programs play several roles such as: to enable one to access useful information, manage data abundance and to create expertise among people. They also enable people to connect and share high quality knowledge management practices.

I also discovered that in order for workers to become more efficient and effective they need access to information and information technologies that are user friendly and easy to access and they need to have strong links to business needs. I also learnt that effective Knowledge Management Tools include communication of tacit and clear knowledge among organizations, new knowledge development and address of barriers towards creating, sharing and applying knowledge. Knowledge management has various levels such as organisational knowledge, knowledge in people, processes and products and services. Human resources play a role in knowledge management by recruiting experts with sufficient knowledge, by rewarding and appraising them appropriately and by training them (Kram & Hall 1989).

I learnt that mistakes such as confusing opinions and assumptions, confusing symptoms with causes and blaming others are some of diagnosing and examining problems.

What thought and feelings did I have about the learning situation or event?

I thought and felt that knowledge management is a process that involves the management, employees, technological factors, products and processes. I felt that, for it to be effective it requires a lot of cooperation between the parties involved. Human resource factors of recruitment, training and development, compensation and motivation affect knowledge management.

In what ways do I currently apply the things that I have learned?

Currently, I apply knowledge management in creating smooth communication of ideas and information to consumers. This, I do by working in a Customer Service Department. I start by receiving customer enquiries, accessing the banking system for information and giving back correct and appropriate feedback to customers via email or phone call. In order to reduce instances whereby I relay misleading information, I get the relevant knowledge training and skills in order to keep myself conversant with the current happenings within the bank.

In what ways have I changed (or have not changed) in my thinking of the situation?

My feeling and belief in how some processes are done has not changed. For example, there are instances whereby very strict rules are established to determine how various activities are carried out. For example, some organisations have long structures whereby one has to follow a strict channel of professionals in order to acquire information. This means that the junior level employees have to obtain or pass information and knowledge from their immediate supervisors before the managers or senior managers can get involved. I feel that such a process is tedious at the expense of the customer. Therefore, I still belief that reporting structures should be shortened.

How can I use this new knowledge and competence?

I can use the new acquired knowledge to smoothen how activities are conducted in our place of work. I would let the employees understand that they need to use the systems and people available to acquire tacit and clear information. Therefore, they do not have to follow top down structures in order to acquire the desired information. This information should be relayed to consumers in a professional and timely manner before it is forgotten or tampered with.

Coaching, Counselling and Mentoring

What was the learning situation or event?

I learnt that many Human Resource personnel engage in coaching, counselling and mentoring. Counselling is a process of offering advice to employees to deal with personal issues. Coaching and counselling entail, asking questions to determine the cause of problems, listening actively to the employees and offering objective judgement. Coaching and counselling is meant to educate employees, enable them to acknowledge their mistakes and to provide objective feedback for learning. Counselling is meant to resolve personal problems; it enables employees to maintain confidentiality, become more supportive and to clarify their feelings (Penny 2008). I also learnt that mentoring involves offering support and development to two people in order to tackle their issues as identified by the Mentee. Mentoring can be formal or informal. I also learnt that mentoring involves dimensions such as systematic, ethical, conceptual, personal and technical competences. Mentoring entails qualities such as ability to inspire, encourage and build trust (Stone 1999).

What thought and feelings did I have about the learning situation or event?

I felt that the learning process was very educative and covered almost every important aspect of coaching, counselling and mentoring. It explained in simple but clear ways how the three aspects are conducted. By going through the slides and notes, I felt that i could easily become a counsellor, coach and mentor because there are clear instructions on expected outcomes of either topic.

In what ways do I currently apply the things that I have learned?

Currently, I can apply the skills on coaching, counselling and mentoring in our new team of employees. I can coach them on how to competently offer answers to complex questions arising from the customers. For example, they can not only get answers from the system, but they can also refer to their colleagues for answers. I can counsel them by listening to the problems that they are facing currently and offering objective solutions to them. I can mentor them by offering formal or informal support.

In what ways have I changed (or have not changed) in my thinking of the situation?

I have changed my thinking about coaching and counselling. I have learnt that I have to learn to listen as well. Therefore, I should not only offer advice and solutions, but I should also learn to listen to what my fellow employees have to say. This has made me to learn that dialogue is important in becoming a successful coach and counsellor.

How can I use this new knowledge and competence?

I can use this knowledge to listen, analyse complaints and offer objective counsel to the new employees. By listening to their concerns carefully, I can be able to gather various solutions and I can mentor them on both formal and informal basis.

Employment Relations Professional Practice

What was the learning situation or event?

I learnt that a team is made up of two or more individuals whose objective is to achieve a certain goal. Teams are important in enhancing customer satisfaction and creativity. They should share responsibility, desired affiliation, trust in other peoples’ success and increased efficiency. Teams can be problem-solving, self managing or special purpose in nature. However, i learnt that teams can cause groupthink, conflict and conformity (Leana & Van Buren 1999). The stages involved in team development are:: forming, storming, conforming and performing. I learnt that effective team meetings should have a purpose; they should have participants, a plan and a process (Demshar 2012).

What thought and feelings did I have about the learning situation or event?

I felt that i need to engage in more team work because teams can enable me to become more innovative, to increase effectiveness and to enhance decision making, problem solving, motivation and performance. Team work would also enable me to serve the customers in my filed of work, better.

In what ways do I currently apply the things that I have learned?

Currently, I apply team work in my current job at the customer service department. It is very important that I maintain team work in order to become conversant with the new occurrences. This enables me to respond to customer enquiries in an accurate and timely manner. Team work also gives me motivation because I can compare my performance with my workmates.

In what ways have I changed (or have not changed) in my thinking of the situation?

I have changed my thinking on the issue of groupthink. When people are in a team, they tend to tend to think the same and some people do not think outside what the group is thinking. This can cause redundancy and inefficiency. However, groupthink can be managed by consulting outside experts, use of critical evaluators, use of sub-groups and encouraging open questions.

How can I use this new knowledge and competence?

i can reduce groupthink in my department by reducing instances whereby a customer is given a wrong answer just because the group could not think of a more viable solution. Therefore, I can encourage my teammates to consult external parties whenever a complex enquiry arises.

References

Demshar, J.M 2012, ‘ Commission)Relations
Employment Advocacy.(Labor Practice
ProfessionalLERC/’, Davis Publishing Agency, vol. 60 no. 2, p. 12.

Kram, K.E & Hall, T.D 1989, ‘Mentoring as an Antidote to Stress During Corporate Trauma, Human Resource Management, pp. 493–511.

Kunich, J.C & Lester, R.I 1996, ‘Leadership and the Act of Feedback: Feeding the Hands that Back Us’, Journal of
Leadership Studies, vol. 3, pp. 3–22.

Leana, C.R & Van Buren, H.J 1999, ‘PracticesEmploymentOrganizational Social Capital and ’, The Academy of Management Review, vol. 24 no. 3, pp. 538 – 555.

Penny, L.C.B 2008, ‘and mentoring, counseling, coachingProviding feedback to employees: when and how to use ’, Armed Forces Comptroller, vol. 53 no. 2, p. 42.

Stone, F.M 1999, ‘Coaching, Counselling & Mentoring: Boost Employee Performance the Right Way’, Executive Book Summaries, vol. 21 no. 4, pp. 1-8.