Sample Paper on Prospective Manager and Career Development


Developing personal career can be motivating, but requires much time and more efforts, especially where the assessment requires careful thought of an individual’s efforts and honesty from various teams involved (Bezanson 2003). For the purposes of developing positive personal attitudes towards career development programs, the need to engage the help of a mentor arises since a faculty mentor will play both the roles of a motivator and a trainer. In this line of personal development, the first requirement is for the individual to sort his or her career goals while focussing on the time required to complete each goal (Corrie, Hurton & Lane 2008). The individual should define all the long-term goals (career development goals that go beyond 15 years), intermediate-term goals (goals ranging from 5 to 10 years) as well as short-term goals (goals ranging from present to 5 years).  This means that an individual must have personal performance management skills, and be well equipped with some of the managerial concepts and how they can be applied in real life situations (Bezanson 2003).

2.1 Personal performance management skills

Even though performance management is not an innate knowledge, getting the best results from employees can be challenging (Ismail, Ramly & Rasdi 2008). Contemporary issues in business management require even the most talented managers to explore the set of skills and strategies that can improve performance management alongside ensuring better understanding of the business processes as outlined in the organization’s performance plan (Bezanson 2003). Effective performance management requires managers to combine existing skills and individual experiences with the right training or coaching so that employees can have better understanding of the business processes and organizational requirements. However, the required performance skills and experiences must be tailored to the organizational needs, resources, and production capacity. Studies have shown that performance skills are crucial tools that can be used by team members not only to learn to monitor business progress, but also to track their own levels of performance. By integrating performance management skills in an organization or in a business, the manager is able to influence employees, make them more valuable and active members of the staff.

In this line of management, the manager must know how to relate with the non-performing or difficult staff, maximize the talent and potential of employees, and be able to combine training and coaching in order to improve the overall business performance (Ismail, Ramly & Rasdi 2008). For the purposes of managing the non-performing or difficult staff effectively and efficiently, the manager should have personal skills, such as knowledge building, be able to identify the key motivators for staff, understand employees and their situational contexts, be able to trace the main cause of a problem or a problematic behaviour, apply the most appropriate measures to solve a problem, and conduct regular evaluation of the staff so that the organization is in a better position to control both internal and external conditions that may affect normal operations.

Maximizing talents and potentials of employees is another major role of performance managers and in most cases become rewarding, especially if there are positive changes in the relationship between managers and staff (Steele 2009). The general link between the managers and the organization or business can be well understood if the kind of leadership portrayed is capable of identifying and utilizing the strengths and talents of employees in a way that benefits the organization and its stakeholders (Bezanson 2003). This means that performance managers must have their employees performing to the highest level in order to increase productivity and profit. However, knowing the performance strengths of employees may not be sufficient to bring out and vest the much-needed input. In other words, the performance manager must have a range of specialized performance management skills that can help the organization build more satisfying career paths for each member of the staff (Lane & Rajan 2005). It is therefore necessary that the manager should understand the factors that motivate individuals and their respective teams; be in a position to create pathways that can be used to develop natural strengths; create opportunities for improving employees’ and team weaknesses; provide meaningful systems of feedback and support for the weak staff; develop a range of training and coaching skills to choose from, and work on personal development and performance management tools in order to improve the work relation with other members of staff.

2.2 Personal Strengths, Weaknesses, Opportunities, and Threats.

The current business environment requires a manger who understands the role of human workforce in an organization and creates opportunity to enhance performance relationships within the organization (Corrie, Hurton & Lane 2008). This means conducting personal evaluation to understand individual strengths, weaknesses, opportunities, strength. In line with managerial duties, the table below outlines some of my personal strengths, weaknesses, opportunities, and threats.


·       I have good communication skills and therefore I can communicate clearly and efficiently with staff members

·       I value the contributions of each member of the staff towards the organization’s performance

·       I believe in career development as one of the factors that contribute to better performances

·       I understand the overall managerial roles and the best approaches to improve employees’ performances

·       I an innovative and always driven to improve the current status of the organization




·       I am high tempered and always get angry very quickly

·       I do not have the ability to absorb or manage stress arising from the organization

·       I am not assertive

·       I lack self-confidence

·       I sometimes get nervous when implementing new ideas because there could be poor reception from the side of employees or fellow managers



·       The organization has a good performance record and therefore retains the most productive part of the labour force, which is easy to manage and assign new roles

·       The many conferences I have attended in the past have enabled me to develop higher managerial skills and improved control practices.

·       As a performance manager, I get the opportunity to interact with every employee and therefore able to understand their needs, weaknesses, and experiences within the organization

·       The current installation of communication equipment has made my work as the manager easy and more fulfilling



·       The organization brings together people with different educational backgrounds who are highly competitive and also full of new ideas

·       At times the organization experiences staff shortages, and this would mean multitasking to meet the performance needs of the organization

·       The rigorous training and coaching activities in the organization are at times unbearable, especially with the new employees and this would mean designing new programs to make the employees adapt to our systems. This is time consuming, and costly since the existing employees must also be taken through the new systems.

2.3 objectives and targets to develop personal potential

One of the major objective and targets to develop personal potential is to create a positive performance relationship in the work environment (Lane & Rajan 2005). They need to establish a strong working relationship with staff members; allow easy access to information in the organization; establish a strong foundation for production; allow employees’ involvement in areas of planning and development of activities and also; recognize and motivate top performers in the organization. All the mentioned targets can only be achieved where there is excellent communication skills, better performance relationships (Corrie, Hurton & Lane 2008), and continuous feedback and coaching systems. From the managerial perspectives, excellent communication skills are fundamental for good performance management (Lane & Rajan 2005). Improvement in communication skills elaborates a change in management competencies, and improvements in performance management processes, planning, and communication of work expectations based on employees’ successful achievements.

As a performance manager, personal potentials can be measured based on individual’s abilities to forecast and plan activities, organize command, co-ordinate and control behaviours so that every activity is geared towards complete organization’s objectives (Ismail, Ramly & Rasdi 2008). In the case of forecasting and planning, the main objective is for the performance manager to set clear vision, present specific, measurable, achievable, realistic and time-bound performance guidelines that can be well understood and followed. This means working closely with process designers and other departmental heads to ensure that the roles assigned to each employee are in line with the organization’s major objectives (Peterson & Roger 2009). On the same note, the performance managers must be in a position to organize the various activities in the organization, and divide tasks according to employees’ areas of expertise and experience. Process managers can however remain sensitive to the organizational performances if the management structure considers the contributions of human and physical resources in the organization and ensuring that there is efficient allocation of the limited resources.

4.1 How personal managerial and personal skills will support career development

The process of career development starts with the assessment of personal characteristics like skills, areas of interest, likes and dislikes as well as strengths and weaknesses. With proper understanding of personal characteristics, it becomes possible to match profile to a specific career goal. Personal managerial and personal skills are some of the factors to be considered in career development since they are measurable attributes that can be used to determine career goals and objectives (Ismail, Ramly & Rasdi 2008). This is because personal managerial and personal skills are known to support career development by ensuring that the skills and traits required for a particular career are fully explored by an individual. Since there are possibilities of considering skills developed through education, jobs, and employees organization, the career development is considered in line with an area of expertise. The preliminary skills and knowledge obtained from different levels of training will all contribute to personal growth and career development.

In all the career development programs, the main idea is to define individuals’ skills, behaviours and attitudes so that their roles within the organization can be identified. Through personal management and personal skills, it becomes possible for the organization to identify the qualified personnel for the various jobs and how to measure individuals’ performance levels. Career development is far much beyond formal education in the sense that it facilitates job training and adds to the many years of experience. Career development is one of sure ways to determine whether a section of dedicated employees will perform to the standards required by the managers.

Through personal management and personal skills, performance managers get the opportunity to link employees’ performances to the goals of the business based on individual competencies (Peterson & Roger 2009). Competencies in this context incorporate knowledge, skills, employees’ judgements, and specific attributes that people require in order to perform certain roles effectively. Personal managerial and skills in areas of career development allow workers to develop the kind of behaviours most organizations value, specifically those behaviours needed to achieve the performance objectives of the organization (Peterson & Roger 2009). Team members in this case can work effectively to improve on their potentials meaning that businesses can in the end benefit by linking individual’s performances with the corporate objectives and values. In general, personal managerial and personal skills will ensure that prior to career development, an individual is able to demonstrate higher levels of expertise in that particular area (Corrie, Hurton & Lane 2008). This will mean that the information provided for the purposes of training will add to the earlier acquired skills and personal experiences. Other significance include the ability of the performance manager to recruit and select new members of staff easily and more effectively; being able to engage in effective performance evaluation; ability to identify gaps in skills and competencies among employees; ability to provide modern training and professional development; be able to plan for succession and; be in a position to change the management processes so that the organization can work more effectively.

4.2 personal career and development needs, current performance and future needs to reduce a development plan

The development plan should recognize the fact that individuals are unique in terms of skills, levels of understanding, responsibilities, and objectives. Even though the career development should be universal, it is important to understand individuals’ needs and the kind of diversity brought into the organization (Peterson & Roger 2009). Some of the personal career development needs include reviewing team members’ job descriptions, meeting with the team members, observing how individuals perform their work, and using the gathered data and information to determine action steps for the purposes of improving performances.

While reviewing personal job description, the idea is to think about personal roles so that the skills needed for such roles can be identified (Peterson & Roger 2009). In the career development plan, it is important to note that personal job description can become outdated and therefore before thinking about retraining or training other staff members, it is vital to ensure that the changes in job description reflect personal experiences so that there are minimal impacts on organizational performances.

In line with personal career and development needs, regular contact with team members creates opportunity for open talk about the types of training and development that can be beneficial to the organization so that individual’s needs can be used to develop personal careers. At times, a person may not be willing to engage in training even after significant changes in the organization of the business environment. However, through discussions and personal reflections, there is a possibility of going through training to improve on emotional intelligence, questioning techniques, and active listening so that the needs of the other employees and organization can be understood and managed appropriately. Career development and skill impartment is performed based on the challenges the organization or individual may be experiencing at the time of production. It is therefore important to engage in self-questioning in order to determine whether future skill development is necessary. An individual, before deciding to undergo the stages of career development should be in a position to determine the challenges he or she faces every day in relation to performance management; be able to understand  the most frustrating factors about personal roles (Peterson & Roger 2009); be able to identify the areas within the assigned roles that require deeper training and; be in a position to determine specific skills or areas of training the will allow a performance manager to work more productively and effectively.

The future needs to reduce development plans may only be fruitful if the current business process or performances meet the objectives of the organization. The only way to reduce the needs for future development plans or training is to ensure that the roles assigned to individuals are performed to the best level as expected by the organization and that the relationship between employees and managers have positive contributions towards the overall performance of the organization (Steele  2009). In other words, the skill development should be pegged on regular enquiries to identify the carious changes in business process and to keep other employees updated on the business progress, remain innovative, and ensure that all the new developments do not deviate much from the old systems to an extent that the entire performance system must be changed.


In general, career development is the process of developing personal skill sets that can add value to the organization and to an individual. A performance manager that fosters on attitude of appreciation is likely to create an opportunity for the development of individuals and success of the organization (Steele 2009). From the discussions presented in this paper, it is important to note that learning is a continuous process that has impact on individual’s career (Guest 2000). The process requires individuals, both process managers and workers, to acquire skills needed for mobility for the purposes of developing successful raining grounds to sharpen the skills of other members of staff. In personal career and skill development, it is important for an individual to assess those skills that are fundamental towards ensuring proper engagement to fulfil the desires of career development.

The discussions presented in this paper focus on the general notion that the relationship between process managers and employees have significant impacts on the overall performance of the organization and where such relationships are poor, there are higher chances that the organization may not be in a position to meet its performance targets (Guest 2000). The decision to link managers to their respective employees through training and skill development is a vital process towards realizing improvement on business operations. In other words, all the managerial strategies should aim at ensuring that individuals in an organization have the right to access information on career development and are able to utilize the information to improve on business operation.












Bezanson, L., 2003. Career development: Policy, proof and purpose. Careers Education and Guidance, 5-10.

Corrie, S., Hurton, N., & Lane, D. A., 2008. How To Develop Your Career And Organise Your Continuing Professional Development. The Practitioner’s Handbook: A Guide for Counsellors, Psychotherapists and Counselling Psychologists, 5.

Guest, G., 2000. Coaching and mentoring in learning organizations. In 5th International ASHRM Conference, Manama, Bahrain.

Ismail, M., Ramly, E. S., & Rasdi, R. M., 2008. Career aspirations of R&D professionals in Malaysian organizations. The Journal of Human Resource and Adult Learning, 4(1), 210-217.

Lane, D. A., & Rajan, A., 2005. Business psychology–the key role of learning and human capital. Business Psychology in Practice, 355-369.

Peterson, J., & Roger, A., 2009. Career Anchor Profiles: An Exploratory Study of Business School Participants in France. In Colloque international sur les indicateurs d’évaluation de la responsabilité sociale et environnementale des entreprises (pp. 8-10).

Steele, C., 2009. Measuring Career Anchors and Investigating the Role of Career Anchor Congruence (Doctoral dissertation, University of Coventry in collaboration with the University of Worcester).