The organisational structure for Outcomes UK Ltd is mainly controlled by the strategic director along with a number of secondary employees working under him. In the executive management group, officers have been assigned with the task of corporate management of the council, ensuring timely and regular meetings for discussion of current issues perceived to have a significant impact on the council and its services. The executive management has the responsibility of managing projects and other day-to-day activities in order to establish an entity that holds consistent values and views (NRC 2002).
Their fixed responsibility lies in a number of tasks such as providing tactical advice and skillful plans to the council; making sure that policy objectives are effectively integrated within their services; managing the development of all strategies; providing information and establishing strong communication with councilors, managers, and staff members; supervising the working relationships between councilors and staff members; keeping watch over organisational values, attitudes, and structure; bringing together the council’s work with other organisations and establishing working relations; and handling resolution of conflicts. All these duties reflect Devlin’s (2006) assertion that executive management plays a major role in every action that the organisation takes. Often times, the members of the executive management group are handpicked by the Chief Executive Officer (CEO) based on their individual strengths and the values that they have displayed. Those who can live up to the specific tasks assigned to executive management are selected. On the other hand, though much of the organisation’s responsibility lies upon this high ranking group, there is still a need for every member of the council to be involved in daily tasks for organisational goals to be successfully
The structure of an organisation is a concept that is primarily based on the ranking of entities that are joined together to contribute and serve one common goal (Burns & Stalker 1961). Because organisations are composed of various units, they can also be structured in different…
The power of learning is truly important because it affects the behaviors of the people that later influences the surroundings in many means. Therefore, the paper aims to present a reflective practice, in which three different activities related to reflective learning are highlighted.
According to the paper the professional development of teachers is a vital issue within academia because it encourages self-improvement and the use of best practice within the education system. The key objective of teaching professionals is to impart quality education and improve students learning. The changing dynamics of the social fabric in multicultural societies across the globe have increasingly become major challenges within the education system, especially in UK secondary school system.
The membership of the language club has helped me in gaining expertise in foreign languages like French and Spanish. Further I am also proficient with the information technology aspects and have expertise in software like Microsoft Office and also on special software named StatePro Property software.
The author states that reflective practice is not a new concept and it can be traced back to the work of Socrates and a form of learning through questioning and more recently it has been developed by educationists such as Dewey and Lewin. Schön and Kolb has used a basic principle of reflecting on experience to improve professional practice.
The work of the Cabinet is supported closely by the Officers within the Executive Management Group. The Executive Management Group also meets on a monthly basis with all of the heads of service within the council Senior Management Group to make sure that all of the senior managers within the council have a regular opportunity to keep up to date with the latest changes and/or issues which are taking shape.
Reflective Practice can be understood in theoretical terms as deriving from the work of Donald Schon, an educational theorist - 'reflection in action' (Schon, 1983), and has developed through what is now usually termed the experiential learning process as described and represented diagrammatically by David Kolb (Kolb, 1984) which will be further elaborated in the later part.
In addition, I have learnt that successful people have the necessary people skills and ability to manage non-human resources in an efficient and effective way. I have come into terms with the fact that successful people
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