Executive Summary
This reflective report involves an examination of the experiences encountered in the process of undertaking consultancy projects at MSF Company and Frank Dale Company. The report examines how one can learn from experiences by adopting a structured reflection approach.
Subsequently, the report is based on two main models of reflection, which include the Gibbs’ model and John’s model. By incorporating the two models, the report illustrates how an individual can use experiences as foundation for achieving personal development through continuous learning.
Moreover, the report illustrates a personal development plan, which outlines the core aspects that will be taken into account in order to position myself as an independent consultant within 3 years. The personal development plan is based on the experiences encountered during the consultancy projects at MSF and Frank Dale Food Company.
Introduction
Educational theorists argue that learning is subject to the extent to which individuals assimilate experiences with reflection. It is impossible for learning to occur without incorporating the concept of reflection. According to Hunt (2000, p. 1), reflection is ‘an active, persistent, and careful consideration of any belief or supposed form of knowledge in the light of the grounds that support it and the further conclusion to which it tends’.
Reflection is a cognitive activity aimed at recapturing an individual’s experiences by thinking over it with the objective of evaluating it. Thus, reflection entails an art of creating self-awareness by evaluating experiences in order to understand their meaning.
Through reflection, an individual develops insight on the most appropriate action to take in order to respond to a particular issue appropriately. Fook and Gardner (2007) posit that reflection enables an individual to examine and identify room for improvement. Therefore, reflective learning involves thinking about a particular phenomenon and a predictive activity through which individuals can plan future learning activities.
Engaging in reflective practice is one of the most effective strategies through which individuals can learn from experiences because it involves linking theory to practice. Jasper and Wigens (2003, p. 1) further emphasise this assertion by noting that reflective practice ‘enables an individual to develop his or her knowledge, hence promoting the likelihood of becoming professional practitioner’.
The reflective learning theory further contends that reflection on experiences enables individuals to extract vital lessons from the past. A number of theories are crucial to the concept of reflective learning. These theories include narrative, constructivism, and active learning approaches. Active learning theory postulates that learning is an active process, which involves connecting between past knowledge and new experiences.
Hunt (2000, p. 2) holds that constructivism theory contends that learning ‘occurs within the context of current knowledge’. Thus, active participation in the learning process through interactive communication is critical. Conversely, the narrative theory argues that learning occurs through sharing stories created from experience.
The stories lead to the generation of value on certain issues related to the experience. Under the reflection theory, experiences form the foundation of learning. Learning through experiences can only be attained by adopting purposeful thinking about the encountered experiences.
A number of issues influence reflection activities. First, it is important for an appropriate physical environment to be established in order to provide individuals with an opportunity to reflect and learn. Therefore, distractions should be minimised. In the event that reflective activity is being undertaken in a group environment, it is essential for every participant to be offered an opportunity to participate.
Consequently, a culture of inclusivity should be integrated. The facilitator within the reflection activity should be flexible in order to increase the likelihood of appreciating the needs of other stakeholders. Moreover, effective time management is imperative in order to provide the participants with an opportunity to accomplish the necessary reflective activity.
A high level of personal safety should also be ensured in the reflection activity. The personal safety should incorporate both emotional and physical safety. Physical safety should be enhanced by eliminating any source of physical hazard that might affect reflection. Conversely, emotional safety entails setting the ‘emotional boundaries’ by specifying the ground rules.
For example, all participants involved in the reflective activity should be provided with an opportunity to speak and desisting from any form of violence. This paper entails a personal reflection on the experiences encountered during my five months’ consultancy project at Frank Dale Food Company and MSF Company respectively.
The reflection is aimed at illustrating how the experiences encountered contributed to the promotion of my skills and knowledge. Moreover, the paper also entails a personal development plan [PDP] outlining the goals that I intend to achieve within three years.
Discussion
In a bid to foster personal improvement on different aspects through reflection, it is essential to adopt an effective reflection framework/model. The frameworks entail a structured approach to evaluating personal experiences. The approaches provide cues on how to break down the experiences.
In an effort to gain from the experiences at Frank Dale Food Company and MSF Company, I appreciated the importance of engaging in an extensive reflection activity. In the quest to undertake the activity successfully, I selected two main reflection frameworks, which include the Gibb’s Reflective Cycle and John’s model.
The two models outline the various stages that an individual should adopt in order to engage in the reflective activity successfully. The application of the two models in the reflective process is illustrated herein.
Reflection based on the Gibbs’ reflective cycle
The Gibbs’ framework is comprised of a number of stages as illustrated by the reflective cycle below.
Source: (Jasper 2003)
Description of the event
Frank Dale Company
My first internship project involved working as a member of a consultancy team with Frank Dale Food Company. The consultancy team at Frank Dale Food Company was comprised of four members who were drawn from different departments. A message was received from the company together with a short briefing regarding the project.
The consultancy team was charged with the responsibility of giving the company’s top management insight on the most effective approaches/strategies to adopt in order to enhance its competitiveness in the global food industry. The consultancy team project was meant to last for one month, which I believe to be insufficient to determine the relevant success of the project, the quality and output.
The project at Frank Dale Food Company was new to me, but I found it to be interesting and a great scope to acquire new skills and augment my knowledge and skills about the food industry. The members of the consultancy team at FDF were allocated different tasks, which were distributed in accordance with the employees’ knowledge and skills.
MSF Company
The second internship project involved working as a consultancy team member within the MSF Company, which is an automotive company based in the UK. The firm was established in January 2014 and had sustaining positive performance since its inception.
The consultancy team at MSF automotive company was comprised of four team members. However, the role of the consultancy team at MSF Technologies was required to last for 3 months. In an effort to improve the performance of the consultancy team at MSF Company, the top management ensured that the roles and responsibilities were allocated to the team members in accordance with their skills and knowledge.
In order to achieve its goal, members of the consultancy team were required to work collaboratively. In an effort to nurture a high level of collaboration amongst the participants, the top management established and sustained optimal communication with the consultancy team.
Prior to the commencement of the consultancy project, the top management conducted a meeting, which involved team members and the top management. MSF Company designed its operations into two main stages. The first stage involved producing component products for marine and off-road autos.
The second stage involved the identification of new opportunities and challenges through the involvement of other sectors, such as the highway sector. The meeting aimed at discussing the FDF requirement and charting the way forward by establishing a comprehensive plan that the company would adopt in its quest to attain the organisational goals and objectives.
Feelings
Frank Dale Food Company
The fact that roles and responsibilities at Frank Dale Food Company were assigned individual team members in accordance with their skills and knowledge made me feel that the management team at Frank Dale Food Company is focused on utilising the skills and wellbeing of its workforce. However, Frank Dale focused on nurturing a high level of collaboration amongst its workforce.
This move has played a fundamental role in fostering the development of an enabling environment for working. Secondly, the consultancy team at FDF Company was required to last for a period of one month, which in my opinion is not sufficient to determine the relevant success of the project, quality, and output.
Despite the view that the consultancy team at FDF was required to complete its task within one month, being a member of the team led to the generation of different feelings. Being a member of the FDF consultancy team project contributed significantly to the improvement of my skills and knowledge on diverse issues related to the food industry.
However, I felt that FDF did not offer adequate information regarding its operation, such as the current machines and equipment utilised by the firm in its operation. Despite the fact that I collaborated with other members involved in the FDF consultancy team through occasional meetings, the team was unable to gather sufficient information regarding the company’s needs.
In spite of the challenges encountered in conducting research about FDF and lack of cooperation from the team members, I endeavoured to complete my duties, which made me feel happy on my ability to adhere to the set timeframe.
MSF Company
Working at MSF Technologies lasted for 3 months provided adequate time to determine the relevant success of the project, quality, and output. In order to develop a high level of professionalism through consultancy project, it is imperative for organisations to schedule consultancy projects to last for a considerable duration, for example 3 months.
Such a period would offer individual interns with an opportunity to bond with the incumbent employees adequately, hence improving the likelihood of working as a team. Therefore, the probability of achieving the predetermined team goals and objective improves considerably.
Similarly, my consultancy role at MSF Technologies made me develop the perception that it was a perfect opportunity to improvement of my knowledge regarding the operations of companies within the automobile industry.
For example, the consultancy project at the automobile industry led to the recognition of the importance of companies in the automobile industry by integrating new technologies such as the electric and hybrid drive systems. Therefore, the experience at MSF Company led to a greater appreciation on the significance of integrating new technology in order to establish and maintain a high competitive edge.
Moreover, my role as a researcher within at MSF Company made feel excited because of the opportunity to understand the importance of considering competitors in the process of developing effective and relevant market intelligence by evaluating the competitors’ operational and strategic practices.
The process of evaluating MSF performance in relation to its competitors was quite challenging. The challenge arose from the difficulties associated with finding relevant information regarding the two companies. Through my past studies, I had recognised that other automobile manufacturers [both local and international] in the UK provide all the information regarding their electric and hybrid drive technologies.
This aspect allowed me to develop the perception that MSF and FDF did not appreciate the importance providing the public with sufficient information regarding their operations. My ability to adhere to the set timeline made me feel very excited about my capacity to apply the concept of time management in a real work environment. Moreover, I was very excited to visit the manufacturing area where I met and interacted with some of the organisations’ employees.
Evaluation
MSF Company is cognisant of the importance of collaborating with other players in the automobile industry in order to share ideas and knowledge on how to develop their technologies through innovation. In my opinion, this move would enable automobile companies to attain a high competitive edge by developing fuel-efficient technologies.
In the course of their operation, it is imperative for organisations to develop a strong relationship with the internal and external stakeholders. Adopting this approach plays a fundamental role in enhancing an organisation’s ability to achieve long-term excellence. Therefore, my experience with organisational managers should not only focus on the internal organisational component, such as employees.
On the contrary, organisations’ top management teams should appreciate the society in which their firms operate by establishing an interactive environment. Organisations’ management team should perceive the society as an important source of managerial intelligence. This goal can only be attained by considering the public as an integral component in their strategic management processes. Thus, MSF Company should have developed an effective external communication mechanism.
The top management at FDF ensured that roles and responsibilities within the consultancy team were allocated in accordance with the skills and knowledge of the team members. This approach is essential in establishing a high level of job satisfaction amongst employees by ensuring effective allocation of roles and responsibilities.
Moreover, the consultancy project led to the development of great appreciation of the importance of incorporating the concept of teamwork within an organisation. The dynamic nature of the contemporary business environment requires organisational leaders to appreciate the importance of transforming the organisation into a learning entity.
However, this goal can only be achieved if a high level of teamwork and collaboration in executing diverse issue are integrated. Through collaboration, the consultancy team was in a position to generate new knowledge by sharing ideas and information, hence improving the quality of decision-making within the organisation.
The culture of routine communication incorporated by the top management made me appreciate the significance of nurturing effective and informal communication within the workplace. Establishing such a form of communication is fundamental in promoting the flow of information between individuals within an organisation’s top management and their executives.
Juxtaposition between the two consultancy projects
In the course of the consultancy project at MSF Company and FDF, I was charged with the responsibility of undertaking an extensive research on the background and capabilities of the manufacturer as well as that of its competitors. The FDF’s intention to understand its competitors’ operations was motivated by the need to develop insight on how it can improve its competitiveness by increasing its production capacity of cakes and muffins food products.
Through this approach, FDF would have been in a position to gain a higher edge as compared to its competitors by selling its products to its competitors’ partners and customers. Despite the fact that I had appreciated market research as a fundamental component of organisation’s strategic management process, my knowledge on the challenges that I encountered in conducting market research was relatively limited.
However, the experiences at MSF and FDF were a remarkable source of insight on how to conduct an effective market research. Subsequently, I felt that the role assigned was a perfect opportunity for me to improve my consultancy skills. Therefore, I will be in a position to offer effective consultation services to other companies established in the automobile industry.
Notwithstanding the fact that I was in a position to complete the roles and responsibilities assigned to the consultancy project successfully, a number of issues were encountered. First, the process of implementing teamwork under the consultancy project at FDF and MSF Company was characterised by miscommunication, which arose from time to time. Teamwork at the beginning of the consultancy project at FDF was good.
However, miscommunication arose due to the fact that one member failed to act as a team player, thus not providing the other members with the scope to voice their opinions and be involved in the decision-making process. In an effort to promote good working relationship within the project, I tried my best to maintain a balance and express my opinions and ideas. However, a number of problems were encountered.
For example, some of the team members did not participate. Moreover, discussions on how to implement the team projects were dominated by one team member. My efforts to establish an enabling team environment did not bear fruits. Consequently, the team’s ability to attain a high level of productivity in addition to making high-quality decisions was affected adversely.
Lack of collaboration was also a main challenge at MSF. Some of the team members preferred working on their own. This issue might have arisen from the lack of appreciation by some team members on the importance of fostering effective interaction amongst the team members in order to achieve the set goals and objectives.
Moreover, collaboration amongst the project team members was affected by the fact that some members were flexible while others were not. Subsequently, poor communication affected the team members’ ability to share ideas. As a team player at MSF, I tried my best to establish and maintain a balance during the consultancy in addition to expressing my opinion and ideas.
This skill arose from my previous experience at FDF Company. Similarly, the consultancy project at MSF was undertaken effectively. The scheduled meeting with the team members took place and we discussed all the key points of the project. The extent to which teams achieve their desired goals depends on the input of all the team members (Lyons 2010).
Therefore, it is imperative for team leaders to foster an attractive working environment by nurturing a strong sense of involvement. Moreover, organisational leaders should provide the team members with an opportunity to participate in the decision-making process. The consultancy projects at MSF underscore the significance of valuing and respecting each other’s ideas and inputs. Adhering to these aspects would have played a fundamental role in eliminating the probability of miscommunication occurring at the end of the project.
My experience at MSF and Frank Dale Food led to the identification of a number of important elements in an organisation’s quest to attain long-term survival. One of the most important aspects that I learnt relates to leadership within teams.
The experiences encountered led to a great appreciation of the importance of promoting effective and interactive culture within consultancy teams. This assertion arises from the view that the lack of effective interaction limits the ability of a team to adhere to the set timeframe by adhering to the assigned team roles and responsibilities.
Moreover, the importance of nurturing effective communication within the team should not be underestimated. All the team members should have an opportunity to participate in making decisions on how to execute the team roles. Adopting this approach will promote the development of a sense of belonging towards the team. Subsequently, the likelihood of achieving the team mission will be improved remarkably.
Action plan
Teamwork comprises one of the fundamental elements in organisation’s quest to achieve a high competitive edge by ensuring that tasks are completed effectively. Furthermore, the concept of teamwork can enhance organisational performance by transforming a firm into a learning entity.
Thus, the probability of an organisation transforming itself into a knowledge-based entity through the integration of teamwork is high. However, the outcome of teamwork is highly dependent on the team leaders’ knowledge and skills.
The experiences encountered at MSF and FDF companies have been a great source of insight on some of the issues encountered in project-based entities. Given an opportunity to work in such an environment, I would be focused on ensuring that the team goals and objectives are achieved successfully.
However, to achieve this goal, I would adopt a comprehensive action plan. The action plan would mainly focus on creating an environment to promote teamwork. Subsequently, the core phases of teamwork as illustrated by the diagram below would be considered.
Source: (Salas 2013)
In the forming stage, I would ensure that all the team members are acquainted with each other. The forming stage would be undertaken by conducting meetings involving all the team members. Some of the activities that would be undertaken during the forming stage involve selecting the team leader based on consensus.
Thus, it would be ensured that all the team members are comfortable with the selected team leader. During the forming stage, I would focus on ensuring that all the team members are informed adequately with the team’s mission, rules, functions, and guidelines. The storming stage would also involve a period of personal involvement.
Therefore, it would be possible to determine the degree to which the team leaders are committed to undertaking the assigned roles and responsibilities. The major issue to be considered during the performing stage would involve focusing on the team’s goals and mission. It would be ensured that possible disagreements are handled in a productive and mature way.
It would also be ensured that the possible disagreements are resolved amicably by emphasising on the team’s interests. The adjourning stage would be undertaken after the project tasks are completed successfully. During the adjourning stage, I would ensure that the team members’ emotional and social needs are taken into consideration.
Through successful implementation of the adjourning phase, I would be in a position to enhance a high level of cohesiveness and emotional connection. According to Salas (2013), fostering cohesiveness within an organisation promotes the extent to which the team members are committed to executing the assigned team roles and responsibilities.
The adjourning phase would ensure that no team member feels depressed by the disbandment of the team. In my position as a team leader, I would ensure that the team members are rewarded for their contribution in completing the assigned team projects. One type of reward that I would consider includes recognising individual employees for their optimal performance.
In order to implement the above phases successfully, I would ensure that the team projects are assigned sufficient time to execute their roles and responsibilities. For example, in designing team-based projects, I would ensure that every task is assigned a minimum of three months. However, the duration of the team will be based on the nature of the project. Thus, a longer duration will be assigned to complex projects.
Reflection of the consultancy projects using John’s reflection model
In addition to the Gibb’s model, the second approach that an individual can adopt in the quest to improve the ability to learn from experience includes the John’s model, which was developed during the early 1990s. The model argues that an individual can learn from experience by adopting a structured approach, which is comprised of a number of stages as illustrated below.
- Describing the experience
- Reflection
- Understanding the influencing factors
- Evaluating the alternative course of action that should have been adopted in order to effectively deal with the situation encountered.
- Learning
Description of the experience
In the course of undertaking the assigned roles during the consultancy projects, I encountered a number of experiences. One of the most notable experiences relates to the operation of teamwork within project-based entities. First, I developed first-hand experience on the challenges that arise due to poor integration of effective communication within the organisational setting.
The outcome of the consultancy projects at MSF Company and Frank Dale Food Company were hindered by the lack of effective communication amongst team members. Some of the team members involved in the consultancy project at FDF adopted a personalised approach to executing the roles and responsibilities assigned.
This approach affected the likelihood of the team attaining strong performance due to the lack of collaboration. Similarly, teamwork at MSF Company was also limited by poor communication. Moreover, teamwork was also affected by the fact that some team members developed the perception that their opinions were more important as compared to the contribution of other members.
Subsequently, the consultancy projects were characterised by incidences of conflict amongst the project team members, which compelled some team members to adopt a ‘cold approach’ in executing team roles.
Reflection
My decision to participate in the consultancy project within the two companies was aimed at developing practical experience on how an organisation can adopt the concept of consultancy in generating new knowledge, hence promoting its performance. Moreover, the consultancy projects were also focused on developing insight on how organisations can exploit the diversity within their workforce in promoting strong performance.
Salas (2013) asserts that organisations should exploit the differences within their workforce by nurturing a culture of involvement and participation in the decision-making process. However, this goal can only be attained if all the team members are provided with an opportunity to interact and share knowledge and ideas with their colleagues.
Taking into account the workforce as a fundamental component of organisations’ strategic management process is a critical aspect in the quest to make decisions that are supported by the various internal stakeholders. Subsequently, the likelihood of minimising resistance in the process of implementing different organisational decisions is remarkably minimised.
Influencing factors
The conflicts and miscommunication encountered during the consultancy projects influenced my decision-making process. For example, the fact that some of the team members were not willing to listen to ideas and contribution of the team members led to an increment in the level of frustration.
The frustration arose from the fact that I was not in a position to discuss and plan how to execute the assigned roles and responsibilities in a collaborative manner. Thus, I was motivated to adopt a ‘lone approach’ in the decision-making process. Due to the lone approach, the quality of the decisions made and the level of my personal productivity were affected adversely.
Despite these challenges, I maintained a high level of focus in order to ensure that the consultancy project achieves its mandate successfully. Organisational leaders have a duty to offer the relevant information and this goal can be achieved by ensuring that the consultant is temporarily based within the organisation.
For example, organisational leaders should give consultants a temporary office, which should be located within the firm. This approach will give the consultant an opportunity to interact with the organisation’s internal environment. Therefore, the chances of the consultant gaining a comprehensive understanding regarding the firm’s operation will improve significantly.
For example, the consultant will be in a position to learn and understand the employees’ behaviours and attitudes towards their jobs and the organisation in general, hence improving the consultant’s decision-making capacity. Additionally, organisational leaders should develop a database outlining the different aspects that the firm encounters during its operations. Such a database will form an important element in the organisation’s decision-making process.
Alternatives
From the above analysis, it is evident that the consultancy projects were affected by a number of internal challenges, which include lack of effective internal communication and conflict amongst team members. However, I was focused on accomplishing the team roles that I was assigned.
This aspect motivated me to undertake the task independently in order to meet the project’s schedule that was set by the respective organisation’s top management team. Despite the fact that I adhered to the set timeframe, the decisions made were limited extensively due to lack of collaboration and information sharing from the other project participants.
Learning
The consultancy projects undertaken by the two organisations were of great significance to my personal development. First, I felt excited that I was in a position to develop a better understanding of the importance of developing effective communication skills in order to promote the attainment of a team’s goals and objectives.
Moreover, the experiences led to a better understanding of the importance of integrating ethics in executing team roles. For example, I appreciated the importance of listening to opinions and ideas of all the project participants in order to improve the quality of the decisions made, hence the outcome of the project.
Personal Development Plan
Currently, I am working within one of the departments at Abu Dhabi Municipality. The department is comprised of 21 initiatives and some of them have consultants. However, the department is focused on ensuring that the projects are successfully completed. As one of the employees within the department, I am committed to assisting the department to attain its desired goals.
However, the municipality might fail to achieve its desired goals due to the lack of consultancy in some of its initiatives. Moreover, the experiences encountered through the consultancy projects undertaken at Frank Dale Food Company and MSF Company have been a source of great insight on the importance of developing effective leadership skills.
Specific and realistic goal
Based on my experiences at MSF and FDF companies and at my workplace, I intend to position myself as an independent consultant. Subsequently, I will establish an independent consultancy firm at Abu Dhabi. The firm will specialise in offering consultancy services on organisational management to different firms across the region.
The consultancy firm will give me an opportunity to use my experience as a leader in offering consultancy services in order to improve how the municipality can successfully complete the projects. In a bid to achieve this goal, I intend to develop my organisational leadership skills within 3 years.
Improving my leadership skills will improve my capacity to offer consultancy services. Subsequently, I will not only satisfy my personal development objective but will also assist the department in enhancing its performance. In the course of undertaking my duties as a consultant, I will focus on ensuring that my clients achieve a high level of satisfaction.
I will ensure that I develop sufficient skills in order to assist my clients deal with the challenges encountered in the process of offering consultancy services. The chart below illustrates a summary of some of the essential skills that I will develop in order to position myself as an effective independent organisational consultant.
Measurement
My experience at MSF and FDF Company has made me appreciate the fact that leadership is a fundamental achieving organisational success. Independent consultancy firm is challenging due to the dynamic nature of the industry.
However, I will be focused on ensuring that I offer reliable consultancy services on organisational leadership to clients. Therefore, I will continuously assess my performance as an organisational consultant in order to identify potential gaps in my leadership.
Therefore, in order to evaluate the degree of success with regard to the necessary skills such as leadership, I will take into account a number of aspects. First, I will evaluate the extent to which my clients apply the new ideas and skills offered through the consultancy services in their operations.
This goal will be achieved by conducting a follow-up on my clients. Moreover, I will evaluate my success with regard to project management and leadership by examining the ability to which I am able to complete the consultancy services within the set timeframe.
Furthermore, I will evaluate the success of the consultancy firm by analysing the extent to which the firm leads to the creation of new knowledge amongst its clients through collaboration amongst the project participants. In addition to the above aspects, the degree of my consultancy firm’s success in offering consultancy services will also be measured by assessing the extent to which clients improve their performance by applying the new knowledge and ideas offered.
Therefore, I will evaluate how my clients have adjusted their organisational leadership in order to cope with changes in the contemporary business environment. Moreover, I will also measure my success as an independent consultant by evaluating the extent to which I establish effective communication with my clients. Thus, I will focus on adopting informal communication approach in order to foster the development of a culture of openness in offering consultancy services.
The success to which informal communication is incorporated during the consultancy services will be analysed by assessing the degree of participation in the consultancy process without concealing any information. However, I recognise the fact that it is difficult to establish effective informal communication without taking into account the concept of ethics. Therefore, I will evaluate the degree to which I will have adopted ethical leadership concepts such as respecting my clients and subordinates.
Attainment
As an MBA student, I appreciate the importance of understanding personal strengths, weaknesses, opportunities and threats. From my personal SWOT analysis, I have identified the ability to generate new ideas by learning from experiences, collaboration, and result-oriented. These skills will be critical in my role as a consultant.
On the other hand, the high demand for new knowledge in organisations’ operations presents a perfect opportunity for a career in the consultancy field. During my MBA course, I have learnt numerous aspects of organisational management. Some of the aspects that I have learnt relate to organisational development.
Currently, organisations are increasingly focusing on ensuring that their workforce attains an optimal level of personal development. This move has been facilitated by the fact that most employees are considering personal development as one of the critical aspects that organisational leaders should consider in implementing their managerial functions. Therefore, the significance of transforming organisations into a learning entity should not be ignored.
During the course, I have been in a position to identify learning from experience as one of the most effective approaches through which organisations can foster personal development amongst its workforce. Therefore, I will ensure that I develop a culture of continuous learning by considering experiences as a fundamental source of new knowledge, skills and ideas.
After completing the course, I will ensure that I apply the knowledge gained in real work environment. This will be achieved by engaging in further consultancy projects in well-established organisations. Therefore, I will approach different organisations in an effort to develop a wide spectrum of different issues encountered within the organisational settings.
However, considering the fact that my skills are mainly based on consultancy, I will approach different local consultancy firms in order to understand the core aspects that they take into account in offering consultancy services to clients. By having an opportunity to gather to engage in consultancy projects in different organisations, I will exploit my skills and knowledge on team leadership.
This aspect means that I will be in a position to benefit from different experiences, hence improving my capacity to offer credible and reliable consultancy services. In a bid to be operational as an independent consultant within the 3rd year, I will ensure that effective contact is established with potential clients. This goal will be achieved by establishing a strong relationship with the clients that I approach.
I will adopt the concept of networking. From my experience during the consultancy projects, I have recognised that networking is one of the most important tools that consultancy firms should consider in their quest to achieve optimal performance. In order to develop a strong network of clients, I will focus on exploiting the strong relationship that I have established with my family, colleagues, university, friends, and neighbours.
This approach will ensure that I am effective in marketing myself as an organisational consultant. Therefore, the likelihood of positioning myself as a successful independent consultant will be considerably enhanced. In a bid to sustain the quality of consultancy services, I will incorporate a culture of learning from experiences as one of the approaches to improving my consultancy skills. Subsequently, I will offer relevant consultancy services that contribute to the improvement of their performance.
Time bound
After completing my MBA course, I expect to have developed sufficient knowledge and skills on organisational consultancy from the experience gained from the consultancy projects undertaken in the different firms that I will have been involved in during my course.
Therefore, I will be in a position to position myself as an independent consultant on organisational management aspects within three years after completing my MBA course. My experience will be invaluable in this venture.
Reference List
Fook, J & Gardner, F 2007, Practicing critical reflection; a resource handbook, Open University Press, Maidenhead.
Hunt, K 2000, Reflexive learning; theory and practice, Cengage, London.
Jasper, M & Wigens, L 2003, Beginning reflective practice, Nelson Times, Cheltenham.
Lyons, N 2010, Handbook of reflection and reflective inquiry; mapping a way of knowing for professional reflexive inquiry, Springer, New York.
Salas, E 2013, Developing and enhancing teamwork in organisations; evidence-based best practices and guidelines, Jossey-Bass, San Francisco.