Importance of continual self

Importance of continual self Continual self-development is important in achieving organisational objectives. Individuals must develop their behavioural principles in relation to understanding of the organisational goals.Advertising We will write a custom report sample on Importance of continual self-development in achieving organisational objectives specifically for you for only $16.05 $11/page Learn More Therefore, in order to ensure validity of ones knowledge and organisational objectives, people must always engage in continual self-development in order to understand organisational objectives and principles the organisation upholds (Whetten and Kim, 2011). Past studies have demonstrated that skilful management of people in competent areas is the main determinant of organisational success. These studies confirm the fact that any organisation that wants to succeed must have competent and skilful managers. Continual self-development makes individuals aware of their current level of skill competency and motivated to seek improvement in order to increase achievement of organisational objectives. Continual self-development enables individuals to receive feedback about their level of skills and competency. Some organisations do not provide feedback to the employees. Thus, continual self-development is the best method for individuals to get feedback. Organisations may also give assessments with limited scope and may also leave out most critical skill areas. Continual self-development helps individuals know what skills to improve so as to achieve an organisations objectives. It also gives people opportunities to embrace changes in developing and implementing new behaviours. Self-development also highlights ones strength and weaknesses in relationship to organisations objectives. Consequently, knowing where to improve becomes easy in enhancing self-development. Continual self-development enables individuals to apply their wealth of knowledge from trainings to real world s ituations where defined organisational objectives are the key indicators of achievements. Therefore, such experiences and knowledge enable people offer adjustments with regard to organisational objectives and changing times.Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Assessment of current skills and competences against defined role requirements and organisational objectives Current skills and competence Defined roles and organisational objectives Verbal communication and listening Increase both customer and subordinates services and experiences through effective communication, and listening Managing time and stress Meet tasks deadlines and avoid backlog and related stress Recognizing, defining, and solving problems Identify problems, gather information and offer immediate solution Managing conflict Use different approaches in conflict management to resolve persona l conflicts and group conflicts Team building Enhance team work through participations Delegating Give power and tasks to subordinates Motivating and influencing others Increase job performance, influence, and motivate the subordinates Identification of development opportunities to current and future defined needs The current and future development opportunities are mainly skills a manager needs to move up in management opportunities available in an organisation. These skills include working well with others and presenting good image of the firm. At the same time, knowledge and technical competence the job may require, and promoting team works, conflict management and resolution. Development opportunities may also include knowledge of the firm’s business, reporting and knowledge of accounting for non-accountant managers (Tichy, 1999). Construction of personal development plan A manager personal development consists of career aspirations, financial achievements, socia l growth, and personal growth. These ideals should also reflect the values and beliefs, and aspirations of an individual. These plans must also be measurable with both short-term and long-term goals. A simple template will look like this (American Management Association, 2000). Goals Year One Year Two Year 4 Career and professional growth Attend seminars and trainings for professional growth Advance education qualification Seek for high management position/promotion Social achievements Create a circle of friends at the workplace and outside Enhance social involvements with the top management Personal Always take interest in family affairs Dedicate times for leisure and family, and spiritual and emotional growth Planning for resources required for personal professional development Identification of resources required to support the personal development plan Resources which an individual may need to support his or her personal development may include financial resources, training and training materials and realistic, time schedules. Likewise, there should also be adequate provision of information. Organisations must empower people by providing the resources needed in order to enhance individuals’ development plans. Development in others will enable them accomplish their tasks and meet both the personal and organisational objectives (Allan and Waclawski, 1999). Organisations attempting to enhance other people’s empowerment by providing them with needed resources will ensure that they receive adequate and ongoing training, and development experiences. Organisations must also provide sufficient technical and administrative support to ensure success. Organisations will give their people space, time, or equipment that may not be readily available otherwise.Advertising We will write a custom report sample on Importance of continual self-development in achieving organisational objectives specifically for you for only $16.05 $11/pag e Learn More They will ensure that these people have access to communication or interpersonal networks that will make their jobs easier. Individuals can also be given discretion to spend money or commit resources to activities that they consider necessary (Berscheid and Walster, 1978). Development of a business case to secure the resources to support the personal development plan Organisational Information Resources Management (OIRM): The OIRM is a business-based IT business case developed to address some of the business needs, such as support working of the managers, support strategic business objectives of organisation departments, and provide a common vision of the planning, staffing, acquisition, management and shared use of IT throughout the organisation. This business case requires â€Å"organisation’s resources such as time, knowledge, financial resources, training and implementation† into the organisational IT system to support personal developm ent plan (Huselid, 1995). Implementation and evaluation of personal development plan Discussion of the processes required to implement a personal development plan Implementing a personal development plan requires concrete experience. This process involves listening, feelings, and weighing options. It enables a person to feel connected to his or her personal development goals and grade them in terms of importance (Cameron and Quinn, 2006). Implementation of personal development plan also involves a process of reflective observation. In this process, the individual thoroughly thinks about the content of his or her personal development plan. At this stage, the person may change or remove some of the unrealistic objectives in the plan. Implementation of personal development plan also involves abstract conceptualisation of ideas. At this level, a person forms concepts and generalise them in order to create concrete ideas (Goleman, 1998). Once an individual has evaluated the above process , he or she starts an active experimentation of the development plan. This involves putting new concepts into practice in order to determine their suitability, success and consequences on ones development plan (Boyatzis, 1982).Advertising Looking for report on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Evaluation of the personal development plan on the achievement of defined role requirements and organisational objectives According to Kolb (1984), evaluation is an essential process in the implementation of one’s personal development plan (Kolb, 1984). This is because it enables an individual determines the level of achievement with regard to personal objectives and determine their overall consequences in personal growth and knowledge of the job. Personal growth is an ongoing process. Thus, the person must increase in all areas regardless of excellence achievement. On verbal communication and listening, a person may have a high rating towards achieving excellence customers’ experience and services, but these activities are continuous and customers are different. Therefore, an individual must constantly improve on new ways of meeting new challenges (Rogers, 1962). Managing time and stress can sometimes be among the most difficult aspects of personal development and org anisational objectives to achieve. This is because time is scarce and may result into a backlog of work. Consequently, a person may experience stress as a result of time. Therefore, keeping constant track of available time and work is the best method to manage time and work related stress (Harris, 1981). Recognizing, defining, and solving problems are areas of fundamental concerns to individuals and organisation. Therefore, personal evaluation must pay close attention to issues, which a person may perceive and recognise as problems and then offer immediate solutions. However, this is usually difficult because some problems take time to mature. Therefore, immediate solutions may not be possible in such circumstances (Moore, 1987). Managing conflict is mandatory for any person and organisation. Evaluation reveals that conflict present itself in many forms. In this regard, the person must be able to apply their theoretical knowledge in determining the best approach in handling emergent forms conflicts (Sternberg, 1996). Team building process involves other members of the organisation. Organisations which succeed rely on team work of its members. Therefore, any manager who wants to increase his or her chances of promotion in the organisational ladder must embrace team work among the organisation’s workforce (Watson, 2000). Review and update of personal development plan A personal should strive to improve in all areas of personal development plan particularly in serious cases of major weaknesses. An individual has noted his or her weakness in areas of managing time and stress, conflict management and some aspects of communication. The person should study hard in order to and pay attention to details in order to grow such knowledge within a short-term period (Bell, 1998). During learning processes, an individual is likely to improve in knowledge-based theoretical models of handling organisational conflicts, challenges, and gain a high qualification needed for achieving personal goals and organisational objectives. If the person faces problems in cases where solutions are hardly available, then in he or she must engage in a wide consultation in order to formulate a solution to such problems (Cox and Beal, 1997). Supporting and promoting staff welfare Discussion of relationship between staff welfare and organisational objectives Barney and Griffin note organizational goals have four main functions (Barney and Griffin, 1992). They offer guidance and direction, enhance planning, motivate and encourage employees, and help organizations evaluate and monitor performance. Organizational defined objectives direct staff of the organisational goals and staff welfare and how it intends to achieve them. When employees require making difficult choices regarding their welfare, they may refer to the organizations defined objectives for direction. Objectives enhance planning to determine how organisation can achieve in staff welfare issues. Workers ofte n set goals so as to determine their needs; thus, organisational defined objectives can motivate and enhance performance of workers, and by extension staff welfare. Evaluations and monitors of staff welfare give an organisation a chance to compare its actual performance to its goals and staff welfare and then it improves in poor areas. Explanation of the process for assessing staff welfare An individual may assess the staff welfare using factors such as health, safety and general conditions of working environment. There are also other social issues that we can use to assess staff welfare. These include age discrimination and retirement age, pregnancy in the workplace, childcare and careers, bullying and harassment, violence against workers, domestic abuse, diabetes, obesity, alcohol and drug use, smoking, counselling, volunteers and volunteering, and improving working lives of staff. Identification of action taken by the manager in dealing with a staff welfare issue In cases of hand ling a staff welfare issue especially a problem with behaviour, we can use different approaches. We can monitor and record an individuals unusual behaviour that is disturbing. This focuses on cases of defensive staff. Then, ask the staff if he or she has an issue of importance that he or she wants to discuss. Listen to what the employee has to say (Lawler, 1992). Once we call the staff, we must inform him or her about the meeting issue. An employee that is defensive should provide additional information regarding the unusual behaviour. Conversely, if employee admits challenging behaviour, then we can ask employee what he or she can do about the problem. In this process, we must help such staff come up with their own suitable solutions (Bass, 1990). Regardless of the results of the meeting, a follow up of the case is necessary. This enable us understand the issue and see clarity. We should let the employees solve their own issues. However, an employee should always acknowledge a prob lem. As managers, we must demonstrate to the employees that we support to them. Description of how to communicate responsibilities for staff welfare to the team Communicating staff welfare to team is necessary. However, we must have effective communication methods in order to impact the team. Occasionally, issues of staff welfare are controversial as they contain both positive and negative issues. We must show responsibility for staff welfare through informing them about the positive aspects of the welfare. This may relate to safety, health, and working environment issues. On the other hand, we should also not ignore issues touching on abnormal behaviours and poor performance. We should always encourage suggestions and feedbacks from the employees. Discussion of records that may be maintained to demonstrate support of staff welfare There are certain staff records which organisation must keep for staff welfare issues. Organisation must keep records concerning employees pay rates and pay roll. These records show that the organisation complies with the statutory requirements with regard to staff welfare in terms of minimum wage and welfare deductions. The organisation should also keep records related to staff health and safety requirements, injuries, and accidents. Working hours and overtime records are also necessary for management. Organisations can use these records to identify workers who are working overtime; thus putting their work-life balances, or health at risks. Therefore, such records are useful in limiting the working hours a given employee can work each day. Organisations must also keep every worker records. These records include training and appraisal. Managers can determine training needs of an individual by using his or her training and appraisal scores. Such scores identify areas of weaknesses and strengths. Staff welfare records should also show employment history including job titles and subsequent promotions. Staff welfare should also cover ge neral terms and conditions of an employee’s status. Other staff details which organisations should include in staff, welfare records include sickness, absenteeism, lateness, and any other non-permitted absence. Personal details are also mandatory parts of welfare of every employee. In general circumstances, organisation should also keep records related to meetings with employees’ representatives about their welfare and grievances, disciplinary action against any employee, negotiations of staff demands, and any other collective or individual agreements with the employees. The law also requires organisations to keep such data. However, staff welfare details and related information can benefit any organisation in many ways. First, management can link human resources with the output, services, and production needs. Second, it is easy to defend any claims in case of a dispute between the organisation and employees. Third, records related to performance of every employee mak e it easy to evaluate performance and output of every worker. Records also provide ground for fair treatment of potential job seekers and employees. Staff welfare also takes into account the number of staff available for a given job. Therefore, management relies on such records in assessing the needs for recruitment and replacement of redundant workers (Rigby, 1998). Reflective Statement This course has satisfied my expectations and provided me with valuable knowledge in conducting management practices to address the various challenges of the global workplaces. International issues and applications of various theories and practices to support different behaviour of diverse workers help students to understand the behaviour of employees and working environment toward certain policies and practises at workplace. At the same time, the fundamental lessons the course objectives has provided regarding personal and professional development in line with the defined organisational objectives form a basis for understanding cross-cultural markets in the global context. Self-assessment gives every employee a chance for self-development and career focus. The course theoretical background provides valuable knowledge in how to apply such theories in a real organisational setting in a practical manner. Likewise, the research expertise the students gain will enable students to apply it in a real world where such knowledge is useful in solving future emerging trends in personal and human resources management. Group dynamics in a form of discussions about the course facilitated the group collaboration during the learning of this course. The students were able to interact freely and share their prior knowledge regarding the course. It enhanced a positive learning environment among learners of a different social and cultural background. It also increased individuals’ participation in group works. The group discussions helped students address some of the practical challenges in the course materials. It is the best model that facilitated learner and learner interaction. Students were able to develop and critique different texts on human resources, career growth and personal development and come up with conclusive results. The course also presented valuable opportunities for peer interactions, evaluation and intercultural learning. Peer interactions improved students motivation, course and intellectual development and communication skills. Most principles of learning identify interaction as among the most essential in undergraduate studies. This resulted into development of cooperation, active learning, and instant course feedback from the faculty. Reference List Allan, H and Waclawski, J 1999, ‘Influence behaviors and managerial effectiveness in lateral relations’, Human Resource Development Quarterly, vol. 10, pp.3–34. American Management Association 2000, ‘Managerial skills and competence’, National survey by AMA, March –April 2000, vol.1 no. 1, pp. 1-50. Barney, J and Griffin, R1992, The management of organizations: Strategy, structure, behavior, Houghton Mifflin, Boston. Bass, B 1990, Handbook of leadership: Theory, research, and managerial applications, 3rd ed, Macmillan, New York. Bell, C 1998, Managers as mentors, Barrett-Koehler, San Francisco. Berscheid, E and Walster, H 1978, Interpersonal attraction, Addison-Wesley, Reading, MA. Boyatzis, R 1982, The competent manager: A model for effective performance, Wiley, New York. Cameron, K and Quinn, R 2006, Diagnosing and changing organizational culture, Jossey-Bass, San Francisco. Cox, T and Beal, R 1997, Developing competency to manage diversity, Barrett-Koehler, San Francisco. Goleman, D 1998, ‘What makes a leader?’, Harvard Business Review, vol. 76, pp. 92–102. Harris, S 1981, Know yourself? It’s a paradox, Associated Press, New York. Huselid, M 1995, ‘The impact of human resource management practices on turnover, productivity, and corporate financial performance’, Academy of Management Journal, vol. 38, pp. 647-659. Kolb, D 1984, Experiential Learning: Experience As The Source Of Learning And Development, Prentice Hall, New Jersey. Lawler, E 1992, Employee involvement and total quality management, Jossey-Bass, San Francisco. Moore, T 1987, ‘Personality tests are back’, Fortune, vol. 1, pp. 74–82. Rigby, D 1998, Management tools and techniques, Bain and Company, Boston. Rogers, C 1962, On becoming a person, Houghton Mifflin, Boston. Sternberg, R 1996, Successful intelligence, Simon Schuster. New York. Tichy, N 1999, The leadership engine, Harper Business. New York. Watson, D 2000, Mood and temperament, Guilford. New York. Whetten, D and Kim C 2011, Developing management skills, 8th ed. Pearson Education, Inc, New Jersey.

Intro to Creating Realistic Photo Textures in Games

Intro to Creating Realistic Photo Textures in Games One of the major challenges of current and next-generation game development is the creation of the massive number of art resources required to create an immersive game world. Character, environment, and other supporting models must be created, and levels must be shelled out and populated with those models. But while you may have a functionally-playable game at that point (with the addition of a tremendous amount of other programming and resource work), you are lacking color, depth, and physical texture in your world. Taking a game from a gray box prototype to a completed game, suitable for public viewing, requires a lot of work for artists to create textures and materials to give the game the feeling of being in the world youve created. Weve touched on this briefly in previous tutorials: The basic concepts of UV mappingApplying and painting textures for a modelManually editing UV map coordinatesCylindrical maps and dealing with seamsIntermediate-level UV mapping techniques In those exercises, we used simple example maps that were hand-painted, but not designed for production work, nor realism. In this series, were going to show you how to make realistic photo textures for your own games, and do so on a reasonable budget. The results you can achieve with a small amount of work may surprise you. Lets get started. There are three primary ways to create photorealistic textures for games. Photo reference/Hand painting. These are the original two techniques for creating game textures. This is the simple process of creating a bitmapped image for use in a game, whether created completely from scratch using a paint application, or converting a photo into a game-ready format. (Both of these techniques are not necessarily simple in actual practice, as youll see later in this article.) This can be very quick, or moderately time-consuming, depending on what sort of results you desire, and how much work youre willing to put in.Procedurally-created. This method relies on algorithms and pre-defined inputs (either photo or completely synthetic) to create tileable/seamless pattern materials. Tiled materials allow you to use a single, highly-detailed texture to apply to a large surface in the game world, and have it repeat along the entire object, without obvious seams where one instance ends and the next begins. This is potentially the most efficient way to create good materials f or your game, however, most procedurally-created materials are quite clearly computer-generated-although the algorithms are improving all the time. Used wisely, however, they can be a tremendous time-saver for areas of your game which dont need to stand up to close scrutiny. High-poly to low-poly model and texture conversion. This is the most labor-intensive of the three options. This is frequently used for high-detail character models, or environment art that will be seen at close range (for example, walls that the character shelters behind in a first-person shooter). To perform this technique, an artist creates an extremely-high polygon model, far greater than the game engine is capable of handling in realtime, and then uses software techniques to bake textures onto a lower-polygon version of the same model. This transfers the surface detail from three-dimensional polygon data into a painted texture on the lower-poly model. This may include normal, bump, displacement, specular highlight, ambient occlusion, and other map types to further create the illusion that the low-poly model has more detail than it does in reality. As you can imagine, the labor required to perform this process is extremely time and cost-prohibitive. The results can be spectacular, but you need to carefully assess whether this is necessary for your project. Most AAA games that are currently on the market for consoles use a combination of all three of these methods. You need to determine what is best suited for your project. If you are creating a more stylized game, hand-painted textures may be the way to go. If youre making a military first-person shooter, you are likely to use a lot of photo-based textures and high-poly models converted down with normal maps for maximum scene detail.