Expertise Based Skill Management Model for Effective Project

Questions: a) Demonstrate an awareness of concepts and theories associated with the subject through the production of subject related work. Subject - Specific Skills b) Demonstrate an understanding of how to present, evaluate and interpret qualitative and quantitative data. c) Demonstrate the application of key subject skills in the production of work. d) Use subject related equipment, materials, software and learning environments appropriately. Answers: Business organizations look for a number of management skills in the job aspirants while making recruitments in vacant positions: the following section provides glimpse of such necessary management skills: Communication skills: It is a well known fact that the executive managers are responsible for transforming their ideas into strategic decisions, while middle managers are responsible for the execution of the strategies (Chen 2015). The line managers are held responsible of the final task of allocating tasks to the resources and guiding them to perform the activities. Thus, managers operating across all these levels require several communication skills for functioning in the optimal manner. Problem solving skills: Employees assigned with specific projects are bound to come across several problems while conducting their operational activities: needless to say that their imminent supervisors would be responsible for solving such issues (Anwar, Bibi and Ahsan 2013). On the other hand, the market conditions often present various problematic situations to the organizational operations of business houses: executive managers play key roles in resolving such situations. Thus, problem solving skills are essential for managers operating across all levels of an organization. Organizational Skills: In small and middle scaled organizations, middle and line managers are generally made responsible for several projects at a time: thus they themselves must be organized, besides having the skills required to delegate the tasks associated with the parallel running projects and manage the resources in an organized manner (Burke 2013). Thus, organizational skills are one of the must-haves for all resources working in managerial positions. b: Qualitative data: Presentation: The findings of a qualitative research can be presented in the following manners: The key findings can be mentioned under main themes and verbatim quotes can be used to support the findings. Discussions regarding the findings can be made in a separate chapter (Toolkit.pellinstitute.org 2016). The discussions can also be made in the Findings chapter: in this case the verbatim quotes need not be included. Evaluation and interpretation: The evaluation and interpretation of qualitative data can be conducted through the following steps: The collected data should be arranged according to the theme of the research work (Virg.vanderbilt.edu 2016). The response patterns must be identified. The data must be analyzed so as to find the relationship among them and to realize what new information can be derived from the information (Cimt.plymouth.ac.uk 2016). Quantitative data: Presentation: The results or findings of quantitative research works are presented using the following tools: Data can be presented in tables (Virg.vanderbilt.edu 2016). Data can be presented in graphs and charts. Figure 1: Presentation of quantitative data (Source: Toolkit.pellinstitute.org 2016). Evaluation and interpretation: The following methods can be utilized for the analysis and evaluation of quantitative data: Frequency distribution Central tendency Variation among the information that has benne collected (Cimt.plymouth.ac.uk 2016). The interpretation of quantitative data can be conducted through the following steps: The identification of patterns present in the data. The identification of the deviations in data patterns. Fining the significance of the data patterns (Toolkit.pellinstitute.org 2016). c: The application of key skills in practical work situations have been discussed in the following section: Communication skills: Managers associated with small and large scale organizations require to communicate with both their superiors and subordinates in order to perform the following activities: Transform their ideas into executable work definitions and convey them to the subordinates (Anwar, Bibi and Ahsan 2013). Develop activities and assign resources to each such work activity (Turner 2014). iii. Provide proper guidance to the subordinates such that they are capable of performing their responsibilities. Submit reports to the superiors regarding the progress made in each of the projects. Accessing information from appropriate sources: Developing the time schedule, resource and budgetary requirements of any project is one of the major functionalities that project managers are responsible of. Needless to say, assumptions of such requirements are solely based on the information collected from various other sources, for example, like that of the information available from documents of similar projects (Virg.vanderbilt.edu 2016). Thus, the ability access information from appropriate source and to incorporate the same in the organizational activities functions plays a vital role in managerial operations. Source acknowledgement: As mentioned in the above section, most of the assumptions made in the beginning of any project are based on the information collected from similar other sources: thus acknowledgement of such sources becomes mandatory in case further information need to be accessed (Mandinach and Cline 2013). d: Designing training and development programs for the employees, in order to develop their technical and management skills, in of the major responsibilities of project managers. Besides this, the newly recruited employees need to be included in such training programs so as to provide them with information regarding the operational activities of the organization (Fraser 2015). Thus, the utilization of subject related equipment and materials become necessary for all project managers. On the other hand, the utilization of various software tools becomes necessary during the planning phase of the project: such tools are put to use during assessing the budgetary and other resource requirements of the project and while allocating these resources to the activities associated with the project. Software tools are also put to use while monitoring the progress made in the project and submitting the reports of the activities performed by the team members. The incorporation of proper learning environments in facilities the following processes: Providing appropriate training to the employees (Anwar, Bibi and Ahsan 2013). To develop such essential skills in the employees which would required while functioning in the organization (Mandinach and Cline 2013). To impart first hand work experience in the newly recruited employees that would help them to work efficiently in the practical situations (Burke 2013). References Anwar, Z., Bibi, N. and Ahsan, A., 2013, November. Expertise based skill management model for effective project resource allocation under stress in software industry of Pakistan. InInformation Management, Innovation Management and Industrial Engineering (ICIII), 2013 6th International Conference on(Vol. 1, pp. 509-513). IEEE. Burke, R., 2013.Project management: planning and control techniques. New Jersey, USA. Chen, S., 2015. Skill Management. InDos and Donts in Human Resources Management(pp. 41-42). Springer Berlin Heidelberg. Cimt.plymouth.ac.uk, (2016). Unit 18 Section 1 : Presentation of Quantitative Data. [online] Cimt.plymouth.ac.uk. Available at: https://www.cimt.plymouth.ac.uk/projects/mepres/book7/bk7i18/bk7_18i1.htm [Accessed 22 Feb. 2016]. Fraser, B., 2015. Classroom learning environments. InEncyclopedia of Science Education(pp. 154-157). Springer Netherlands. Mandinach, E.B. and Cline, H.F., 2013.Classroom dynamics: Implementing a technology-based learning environment. Routledge. Toolkit.pellinstitute.or, (2016). Analyze Qualitative Data Pell Institute. [online] Toolkit.pellinstitute.org. Available at: https://toolkit.pellinstitute.org/evaluation-guide/analyze/analyze-qualitative-data/ [Accessed 22 Feb. 2016]. Turner, J.R., 2014.The handbook of project-based management(Vol. 92). McGraw-hill. Virg.vanderbilt.edu, (2016). Vanderbilt Institutional Research Group. [online] Virg.vanderbilt.edu. Available at: https://virg.vanderbilt.edu/ [Accessed 22 Feb. 2016].