MBA PROJECT 1

Step 4: In Week 11 Complete Final Gap Analysis/Gap Reflection

In this project, you have had the opportunity to create two different yet complementary development plans. The first was the leadership development plan, which focused primarily on those behavioral competencies that would enable you to develop skills to achieve your career goals and assume leadership responsibilities as a professional in your field. The second was the skills gap analysis, which focused primarily on specific task-driven skills that you could improve with the intention to meet predetermined goals. These skills were especially relevant to the four-course projects, future MBA projects, and the achievement of your career and leadership aspirations.

To measure your progress on the skill gaps you identified earlier in the course as being integral to your personal leadership effectiveness, you are encouraged to reflect on your progress in developing those skills. With this in mind, complete the following steps:

Complete your final MBA 610 skills gap analysis      using the same Zinstrument you completed in Week 1. In other words, you      are updating the preliminary skills gap analysis.

Post a copy of your final MBA 610 skills gap      analysis, including a reflection summary of between 500 and 750 words on      the lessons you learned and the progress you made toward reducing the gaps      identified in your preliminary skills gap analysis. The reflection summary      should identify and briefly discuss the skill gaps that require further      development and how that development would occur in the MBA program and      throughout your career. Students are expected to use and properly      cite the project’s course readings that support the major points in their      Gap Reflection.

Remember, career and leadership development is an ongoing process that will continue well beyond receipt of your MBA. You are encouraged to assume responsibility for this process.

When you have submitted your final skills gap analysis and reflection summary, continue to Step 5, where you will complete your final LDP.

Step 5: In Week 11 Complete Final LDP/LDP Reflection

This project step has considerable significance. It provides you with a unique opportunity to evaluate the impact of the course, your personality assessment, and the individual readings on your long-term career and leadership goals.

In this step, complete the following requirements:

Include a reflection summary of between 500 and 750      words detailing the insights you gained from the assessments, discussions,      feedback, group activities, and course readings that will facilitate the      achievement of your SMART goal, career aspirations, and short-term      developmental skills progress. Also explain what actions you intend to      take based on these insights. Students are expected to use and properly      cite the project’s course readings that support the major points in their      LDP Reflection.

After you write your reflection summary, make any      modifications needed for your final LDP submission. Place in bold print on      the final LDP any areas that changed between your preliminary LDP      submission and your final LDP submission.

Submit a copy of your final LDP and reflection      summary to the appropriate assignment folder.

We trust that the development of an LDP and the acknowledgement of your short-term skills development needs will result in the achievement of your long-term career goal.

Career Exploration

Career Planning and Changing

Individual Career Management

Career Goal

Personal Effectiveness

Personality Assessments

Leadership Development Plan
MBA 610
This Leadership Development Plan serves as your road map for short-term training and
development activities that will enhance your leadership competencies. You will review, revise, and
update your plan several times during the course of your MBA degree program at UMGC.
Your name:
Marc Rene
Your current job title:
Assistant Maintence Manager
Long-Term Career Goal
Make sure your goal is SMART: Specific, Measurable, Achievable, Realistic, and Time-bound.
In 3 to 5 years, my goal is to…
In 3 to 5 years, my goal is to earn the promotion to the position of
Continuous Improvement Manager by signing up for the international
Paper METTS programs in September of this year, shadowing those
currently in the position for the next 12 -18 months, and completing
the required exam.
Short-Term Skills Development Needs
What skills will you need to acquire to achieve your long-term career goal?
My leadership skills training and development
My leadership training and development needs to focus on team building, employee
engagement, and management. Communication will be the primary focus, ensuring
everyone knows company goals and tasks. I will create roles and responsibilities. This will
allow me to get employees to “buy in” to change and take ownership of their tasks.
Lastly, identify the teams’ strengths and weaknesses to increase performance and boost
morale, Guide those who may need more clarification on the end goals, and recognize
those who perform well and go above and beyond.
Instructions: Review each item below and determine your current level of proficiency and the importance the item has for your career succe
Part 1, Item 1 below for an example, and then overwrite the sample ratings with your own ratings for this item. The gap for each item
Interpreting your results: In the example, the gap is -5. The large negative number indicates an item where current proficiency is low and care
gap represented by a large positive number (e.g., 5) indicates that current proficiency is relatively high and career importance is relatively low
address.
Part 1: Personal Leadership Assessment, Goal-Setting, and Implementation
Goal-Setting
1 I am able to formulate a good long-term career goal.
2 I am able to analyze my personal knowledge proficiency.
3 I am able to analyze my personal skill proficiency.
4 I take actions to address self-identified areas of strength or weakness.
5 I am able to formulate goals that meet the SMART criteria to help me address
areas of weakness or strength.
6 I monitor, critically analyze, and record my progress in taking actions and
achieving goals.
7 I seek timely support and feedback from others to help track my progress and
achieve my goals.
Self-Awareness
8 I know my areas of personal strength in the workplace.
9 I understand how to leverage my strengths to achieve success.
10 I know what I need to improve to be an effective leader.
11 I understand what I need to do to make the improvements I believe are important
for my career success.
12 I recognize actions I can take to help improve my leadership competencies.
13 I recognize how my behaviors may impact others.
Awareness of Others
14 I have a good understanding of the needs of the people I work with.
15 I have a good understanding of how others perceive me at work.
16 I am interested in learning about the people I work with.
Self-Management
17 I handle criticism without becoming defensive.
18 I am calm under pressure.
19 I use personal failures as an opportunity for further growth and development.
20 I manage stress well.
21 I typically have a positive outlook.
22 I try to see and understand matters from others’ perspectives.
23 I am a good listener.
24 I wait to form judgments until I have all the needed information.
25 When I make a mistake I am not afraid to say so.
Management of Others
26 I am able to relate well with peers in the workplace.
27 I have good working relationships with those I supervise.
28 I have good working relationships with those I report to.
Gap for Leadership: Use your gap analysis to identify your gap for leadership and select one of the above to work on this semester
Gap 1 (Provide the number from column B and the description from column C):
Part 2: Situation Audit
Organizational Strategy and Objectives
1 I am able to explain my organization’s mission, vision, values, and core goals to
people who are new to the organization.
2 I am able to evaluate my organization’s mission, vision, values, and core goals
and make recommendations for improvements if needed.
3 I understand the concept of valuable, rare, inimitable, and nonsubstitutable
resources (VRIN) and can identify them within my organization.
4 I am able to explain my organization’s current strategy to others.
5 I am able to critically evaluate my organization’s strategy.
6 I am able to explain the pros and cons of alternative strategies my organization
might want to consider in light of its current situation.
7 I am able to accurately explain my organization’s current structure.
8 I can discuss my organization’s size and understand the possible implications for
organizational performance.
9 I am able to explain the pros and cons of the current organizational structure for
achieving the mission, vision, values, and core goals.
10 I am able to explain the strategic and financial objectives my organization is using
to help achieve its strategy.
11 I am able to critically evaluate my organization’s strategic and financial objectives
and offer recommendations for possible improvements.
12 I can identify and explain my organization’s core competencies.
13 I can explain how and why each of my organization’s core competencies might
serve as a source of competitive advantage.
14 I am able to explain how and why resource-based theory is useful in
understanding my organization’s critical resources.
Human Resources
15 I am able to describe my organization’s human resource management system to
those who are new to the organization.
16 I am able to evaluate the human resource management system and identify
some aspects that may need improvements.
17 I am able to explain my organization’s performance management (PM) system
(including talent recruitment, onboarding, development, and evaluation) to those
who are new to the organization.
18 I am able to identify potential strengths and weakness in the PM system and
make recommendations for possible improvement.
19 I am able to analyze and explain the extent to which my organization views its
people as a source of competitive advantage.
Financial Resources
20 I understand how and why the information contained in my organization’s publicly
available financial statements is helpful in explaining its financial situation.
21 I know how to find the information I need to identify typical accounting and
financial management issues when analyzing an organization’s financial
I can explain the process used to develop my organization’s operating budget.
22 statements.
23 I can evaluate the extent to which my organization’s master and unit level
budgets appear to align with and support its mission, goals, vision, values and
objectives (MGVOs).
Technology Resources
24 I can evaluate the extent to which my organization leverages the Internet as a
source of competitive advantage.
25 I am able to evaluate my organization’s use of an Intranet (or alternative tools for
internal collaboration and communication) and identify areas of potential strength
and weakness.
26 I can explain the process used to develop my organization’s strategic technology
plan and evaluate its alignment with the MGVOs.
27 I am able to explain and evaluate my organization’s technology governance
practices.
28 I am able to summarize my organization’s current situation with respect to the
effective use of advanced technologies.
Building and Equipment
29 I am able to summarize my organization’s physical plant and equipment.
30 I can evaluate whether the plant and equipment are used effectively.
31 I am able to evaluate whether there are physical assets within the organization
that need to be retired or replaced.
32 I can explain the process used to develop my organization’s facilities plan and
evaluate its alignment with the MGVOs.
33 I am able to evaluate the adequacy of the physical plant budget.
34 I am able to determine whether there are bottlenecks within my organization’s
operations.
Leadership Effectiveness
35 I am able to identify the common managerial style within my organization.
36 I can determine the possible causes of the dominant managerial style, and
discuss the likely consequences of this style for my organization’s MGVOs.
37 I am able to identify the types of support provided by my organization to its
managers to enhance their knowledge, skills, and abilities.
38 I am able to identify issues with managerial effectiveness within my organization
(if they exist).
39 I am able to recommend possible courses of action that my organization’s
leadership might consider if issues with managerial effectiveness are identified.
40 I am able to identify the potential costs and benefits of my recommended courses
of action.
41 I am able to identify the major management control systems in place within my
organization and determine whether they help the organization achieve its
MGVOs.
Organizational Leadership
42 I am able to identify the roles and responsibilities of my organization’s leader.
43 I am able to identify the power sources upon which my organization’s leader
am able to analyze the implications for the organization of the power sources
44 Irelies.
used by my organization’s leader.
45 I am able to identify the major factors that limit the ability of my organization’s
leader to exercise his or her power.
46 I am able to identify the influence tactics upon which my organization’s leader
usually relies and discuss the implications for his or her performance.
47 I am able to recognize how my organization’s leader handles organizational
politics and discuss the implications for his or her performance.
48 I am able to identify the approaches to conflict (organizational and/or
interpersonal) used by my organization’s leader, and discuss the implications.
49 I am able to analyze whether my organization’s leader is an effective decision
maker.
50 I am able to assess the ability of my organization’s leader to create and nurture
relationships with peers and followers that contribute to success, both individual
and organizational.
51 I am able to identify whether my organization’s leader uses a transactional or
transformational leadership style and discuss the implications.
52 I am able to assess whether the behaviors, decisions, and actions of my
organization’s leader contribute positively to the MGVOs and reputation of the
organization.
Governance
53 I am able to describe the governance structure in place within my organization.
54 I am able to determine whether the current structure ensures independent and
expert oversight and review of major organizational decisions.
55 I am able to determine whether my organization has provided appropriate
protection against arbitrary, capricious, and/or unethical behavior on the part of
leaders and managers.
56 I am able to assess whether the current management, leadership, and
governance are effective.
57 I am able to assess whether any recent changes (management, leadership or
governance) within my organization have had positive measurable effects.
Learning Organizations
58 If they exist, I am able to describe the metrics related to my organization’s
commitment to learning.
59 I am able to determine whether the metrics (if present) align with and support the
organization’s MGVOs.
60 I am able to determine the extent to which the metrics are being used to review
performance and to make needed changes.
61 I am able to assess whether my organization is committing the resources and
leadership attention required to create a sustainable learning organization.
62 I am able to describe my organization’s experience with implementing significant
changes over the past five years.
63 I am able to determine which change model(s) best describe my organization’s
experience with implementing significant change.
64 I am able to determine the lessons my organization’s leaders and managers
should take from past change experiences to help ensure success for the future.
65 I am able to complete a preliminary situation audit for my organization and to
identify specific aspects of the organization that require leadership attention.
Gap for Situation Audit: Use your gap analysis to identify and select one of the above to work on this semester.
Gap 2 (Provide the number from column B and the description from column C):
Part 3: Organization Culture, Climate, and Ethical Decisions
Research and Analytical Skills
1 I am able to find good research sources and then create an annotated resource
list.
2 I am a strong critical thinker and use this skill consistently in my work and writing.
3 I understand the concept of evidence-based management and am able to
determine whether my organization uses this approach.
Organizational Culture
4 I am able to define organizational culture.
5 I can evaluate my organization’s culture.
6 I am able to assess the effects culture has on my organization’s ability to achieve
its MGVOs.
7 I understand how country cultural differences may affect my organization.
Organizational Climate
8 I can explain the characteristics of a healthy organizational climate.
9 I can objectively evaluate my organization’s climate and recommend changes if
needed.
10 I can recognize the types of conflict organizations experience and how they may
affect my organization’s success.
Business Ethics
11 I am able to assess whether my organization’s leaders make ethical decisions.
12 I am able to determine whether my organization places sufficient emphasis on
ethical and caring behavior.
Organizational Behavior
13 I understand how and why the study of organizational behavior contributes useful
information for managers and/or leaders.
Gap for Culture, Climate, and Ethical Decisions: Use your gap analysis to identify and select one of the above to work on this seme
Gap 3 (Provide the number from column B and the description from column C):
Part Four: Virtual Teams
Team Organization
1 I know how to structure a virtual team (or teams) for optimal effectiveness.
2 I am able to manage a virtual team (or teams) for optimal effectiveness.
I can discuss the potential benefits and challenges of using virtual teams.
3
I understand the principles that should be applied in creating an effective team
4 agreement.
I know how to create a project work plan to support the successful completion of
5 a team project.
Team Types and Principles
6 I can explain the possible types of teams that can be used.
I am aware of the general principles that are important for leading and managing
7 a virtual team.
I can identify the challenges associated with having a geographically dispersed
8 team.
I can offer potential solutions to the challenges of being a geographically
9 dispersed team.
10 I can explain the follow-the-sun work model.
I can determine whether the follow-the-sun model would be appropriate in a given
11 set of circumstances.
Team Composition
12 I can explain the benefits and issues associated with team size.
I can explain how team composition (especially homogeneity and heterogeneity)
13 effects team success.
I can discuss the various roles that team members need to fill in order for the
14 team to be successful.
I know how team leadership differs from other forms of leadership within an
15 organization.
I can identify the team leadership model that would work best in my organization.
16
Personality and Personality Assessments
I understand the effects that different personality traits can have on team
17 dynamics.
I am able to identify some assessments that might provide me with useful
18 insights into my own personality.
I am able to identify some assessments that might help team members gain a
19 better understanding of one another.
I can explain how teams develop and understand the implications for teams
20 within my organization.
Country Cultural Differences
I understand country cultural differences and can explain the impact they have on
21 an organization that operates globally.
I can make recommendations for handling cultural differences within a virtual
22 team.
Group Decision Making
23 I have a good understanding of how decisions are made within teams.
Training and Technology
I am able to identify the best information and communication technologies for use
24 within virtual teams.
I can make recommendations for the types of training that would be most
25 beneficial to high-functioning virtual teams.
I know how to conduct a cost-benefit analysis to determine whether my
26 recommendations are sound.
Team Management
I understand the options available for managing virtual teams within my
27 organization.
Gap for Virtual Teams: Use your gap analysis to identify and select one of the above to work on this semester.
Gap 4 (Provide the number from column B and the description from column C):
item has for your career success. Use a scale of 1 to 7 (where 1 is low, and 7 is high). See
his item. The gap for each item will be automatically calculated.
rrent proficiency is low and career importance is high —so, this might be an item to address. A
reer importance is relatively low. In this event, you would not want to pick the item as one to
Using a scale of 1 to 7, where Using the same scale, select Gap
1 is low and 7 is high, please the number that best
indicate your current level of represents how important
proficiency with each of the
each item is for your career
following.
success.
ove to work on this semester.
6
6
6
5
6
7
6
7
7
5
-1
0
-1
-2
1
5
6
-1
7
7
0
7
7
6
7
7
7
7
7
0
0
-1
0
7
6
1
7
7
0
6
6
6
7
6
5
-1
0
1
6
7
6
7
7
6
-1
0
0
6
3
7
7
6
7
7
7
5
6
7
6
-1
-4
2
1
-1
1
6
6
6
7
7
7
-1
-1
-1
Using a scale of 1 to 7, where Using the same scale, select Gap
1 is low and 7 is high, please the number that best
indicate your current level of represents how important
proficiency with each of the
each item is for your career
following.
success.
3
6
-3
4
7
-3
4
6
-2
5
4
4
6
7
6
-1
-3
-2
5
6
7
6
-2
0
6
7
-1
6
7
-1
6
7
-1
5
5
7
7
-2
-2
2
6
-4
5
5
0
5
5
0
6
5
1
6
5
1
4
5
-1
5
6
-1
5
7
-2
4
7
-3
4
7
-3
3
5
-2
3
5
-2
3
7
-4
4
7
-3
4
6
-2
6
6
7
7
7
7
-1
-1
0
6
7
-1
6
6
7
7
-1
-1
7
6
6
7
1
-1
6
6
0
6
6
0
5
7
-2
4
7
-3
5
6
-1
5
6
-1
4
4
6
6
-2
4
7
-3
3
7
-4
3
7
-4
-2
semester.
3
6
-3
6
6
0
6
6
0
6
5
1
5
6
-1
6
6
0
6
6
0
4
5
-1
5
5
0
6
5
1
5
6
-1
5
7
-2
5
7
-2
4
6
-2
4
7
-3
3
7
-4
5
7
-2
6
7
-1
Using a scale of 1 to 7, where Using the same scale, select Gap
1 is low and 7 is high, please the number that best
indicate your current level of represents how important
proficiency with each of the
each item is for your career
following.
success.
6
7
-1
6
6
7
7
-1
-1
5
5
6
7
6
7
-2
-1
-1
5
6
-1
3
4
6
6
-3
-2
4
6
-2
5
7
-2
4
5
-1
4
7
-3
e above to work on this semester.
Using a scale of 1 to 7, where Using the same scale, select Gap
1 is low and 7 is high, please the number that best
indicate your current level of represents how important
proficiency with each of the
each item is for your career
following.
success.
4
4
6
6
-2
-2
5
6
-1
4
7
-3
4
7
-3
4
6
-2
emester.
4
5
-1
6
6
0
5
2
6
5
-1
-3
2
5
-3
5
6
-1
5
6
-1
6
7
-1
5
6
-1
4
7
-3
6
7
-1
6
7
-1
5
7
-2
5
7
-2
6
7
-1
6
7
-1
6
7
-1
5
7
-2
6
6
0
4
7
-3
6
6
0
Leadership Development Plan
MBA 610
This Leadership Development Plan serves as your road map for short-term training and
development activities that will enhance your leadership competencies. You will review, revise, and
update your plan several times during the course of your MBA degree program at UMGC.
Your name:
Your current job title:
Assistant Maintence Manager
Long-Term Career Goal
Make sure your goal is SMART: Specific, Measurable, Achievable, Realistic, and Time-bound.
In 3 to 5 years, my goal is to…
In 3 to 5 years, my goal is to earn the promotion to the position of
Continuous Improvement Manager by signing up for the international
Paper METTS programs in September of this year, shadowing those
currently in the position for the next 12 -18 months, and completing
the required exam.
Short-Term Skills Development Needs
What skills will you need to acquire to achieve your long-term career goal?
My leadership skills training and development
My leadership training and development needs to focus on team building, employee
engagement, and management. Communication will be the primary focus, ensuring
everyone knows company goals and tasks. I will create roles and responsibilities. This will
allow me to get employees to “buy in” to change and take ownership of their tasks.
Lastly, identify the teams’ strengths and weaknesses to increase performance and boost
morale, Guide those who may need more clarification on the end goals, and recognize
those who perform well and go above and beyond.