Let’s face it, these are difficult economic times in the job market and for getting promoted within your organization. Budgets are tight. There are hiring freezes and lay-offs. Advancement within your organization seems a distant possibility. For those that are getting laid off, this is a terrible time.So what are you doing about it?The most important thing in any of these tough circumstances will be to pay attention to your management skills. Among the most important of these will be effective delegation and people management. A serious effort to improve your skills and effectiveness will reduce the chance of losing your ground and increase your chances for advancement. Companies and businesses seek results, now more than ever. Take a close look at what the organizations needs are for their management teams.
Ability to execute. Managers are charged with getting things accomplished through others. Leading and managing a team to execute assignments and projects. This has not changed. Most managers do not focus on their management skill improvement in this critical area.
Team building skills. A manager who excels at building a stronger more capable business unit will always be sought after and rise to the top. A candid assessment of the manager’s interpersonal skills such as communication and relationship building id needed in all situations.
Project management skills. The ability to plan and execute projects and assignments is a core competency. Yet managers spend so little time thinking about how to get better at planning the work they are managing. Putting effective project action plans together, even for basic team assignments, really boosts execution and results.
Managers and leaders can not stand still and continue to assume they have these important areas down pat. That kind of “head in the sand” approach can derail a career for sure. What makes a great manager? Taking action and getting things executed. So, why not take action on paying attention to your own development and focusing on continuous management skill development? This starts with making periodic assessments of your skills and setting new professional development objectives. Here, are three things any manager can do to set themselves on a positive course.
Take some time to complete a “self-assessment” of your management skills. Being totally candid, what areas are you falling short in related to getting business unit results? Ask yourself, “if I were a senior manager, looking at my progress and the results of my business unit, what constructive suggestions would be made?
Seek feedback from key members of your team or peers in the organization. The strongest managers seek and accept constructive feedback. Everyone has one or more “management blind-spots.” Things you can not see clearly about your-self, your skills and your performance. Don’t be blind-sided by your blind-spots. Have the courage and maturity to ask how you can get better.
Learn to delegate effectively. It is a premier skill for top performers. Most managers are really rather average at delegating work effectively, but most think they are good at it. You can learn more about the management skills for effective delegation and improve upon them quickly. They are at the heart of superior execution and building high-performance business units.
The benefits of paying attention to your professional skills are worth every effort. Upper management will start to see your focus and dedication. The effectiveness of your team’s ability to execute will increase and will be noticed. If you are seeking a new position, the time and effort you can demonstrate you have invested in your own development will separate you from the competition. Your business unit will feel the positive effects of your skill development and be will be motivated to perform at higher levels. If you were hiring someone or considering a manager for advancement, wouldn’t you take notice of the consistent self-development efforts and increase in skill? Of course, you would and that’s why you must take action to get better.
Effective Delegation – Management Skills For Plateau Protection
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Additive and Subtractive Programs
The terms additive and subtractive bilingual education came into use in the last quarter of the 20th century as it became apparent that substantive differences existed between two major forms of bilingual education. The terms suggested totally different aims and goals. They are commonly attributed to Wallace Lambert, who used them in a 1975 publication. In their simplest definitions, the terms relate to the linguistic objectives of the program: to provide students with an opportunity to add a language to their communicative skill sets or, conversely, to insist that children participating in the program subtract their home language from active use and concentrate all efforts on rapidly learning and refining their English skills.This simple statement of differences between program types masks important attitudes and ideas that underlie the ways in which language diversity is viewed by school people and education policymakers. In this entry, these differences are explored. Other entries in this encyclopedia delve more deeply into related topics mentioned here. Factors affecting the choice: additive or subtractive? The choice of either a policy aimed at fostering and enhancing the child’s home language as part of the goals of bilingual education or one that seeks the opposite-abandoning home language use as quickly as possible-does not occur by chance.Such choices are rooted in underlying assumptions concerning the benefits, risks, utility, and cultural valuing of languages other than English in the wider society. Similarly, whether native speakers of English are included in these programs determines in part what the objectives of the program will be. In the main, children who are native speakers of English would not be involved in programs of subtractive bilingual education.When such children are involved, the programs are often referred to as two-way immersion programs, also known as dual-immersion programs, because the learning of the two languages occurs in both directions. This distinction does not always hold in n in other countries. Hence, the analysis below is limited to what is clearly the case in the United States.