ASSIGNMENT 2 FRONT SHEET

Qualification BTEC Level 5 HND Diploma in Computing

Unit number and title Unit 3: Professional Practice

Submission date 9/4/2024 Date Received 1st submission 9/4/2024

Re-submission Date Date Received 2nd submission

Student Name Hoang Duc Hai Student ID BH01765

Class SE6304 Assessor name Quang Hieu

Student declaration

I certify that the assignment submission is entirely my own work and I fully understand the consequences of plagiarism. I understand that
making a false declaration is a form of malpractice.

Student’s signature Hai

Grading grid

P5 P6 P7 P8 P9 M4 M5 D3 D4
 Summative Feedback:  Resubmission Feedback:

Grade: Assessor Signature: Date:

Signature & Date:
Table of Contents
I. Introduction ............................................................................................................................................................................................................ 4
II. Main body ........................................................................................................................................................................................................ 5
1. Discuss the importance of team dynamics in the success and/or failure of group work. (P5) ................................................................. 5
1.1. The definition of team dynamics ........................................................................................................................................................... 5
1.2. Benne and Sheat’s group roles ............................................................................................................................................................... 5
1.3. The importance of team dynamics in the success/failure of group work ........................................................................................ 11
1.4. The roles of each member in your team............................................................................................................................................... 13
2. Work in a team to achieve a defined goal..................................................................................................................................................... 13
3. Discuss the importance of CPD and its contribution to own learning and motivation. (P7) ................................................................. 16
3.1. Definition of CPD ................................................................................................................................................................................... 17
3.2. Why is CPD important? ......................................................................................................................................................................... 17
3.3. CPD contribution to own learning ........................................................................................................................................................ 17
4. Review different motivational theories and the impact they can have on performance in the workplace. (P8) .................................. 19
4.1. What is motivation? .............................................................................................................................................................................. 19
4.2. Expectancy model’s Alderfer .............................................................................................................................................................. 19
4.3. Vroom’s motivational theory .............................................................................................................................................................. 22
4.4. The impact of motivational theories on performance of workplace ................................................................................................ 23
5. Produce a development plan that outlines responsibilities, performance objectives and required skills for future goals. (P9) ........ 25
III. Conclusion ....................................................................................................................................................................................................... 28
IV. References ...................................................................................................................................................................................................... 29
 I. Introduction

The need to be effective as a communicator, critical thinker, analyzer, team worker and interpreter is essential. Within the
workplace these skills are needed daily to show proficiency in designated tasks as part of a job role. The development of academic
competence, and the continuation of life-long learning and Continuing Professional Development (CPD), is required to ensure that
individuals have a valued set of interpersonal skills that can be applied to any situation or environment. This unit provides a
foundation for good practice in a variety of contexts. The ability to communicate effectively using different tools and mediums will
ensure that practical, research, design, reporting, and presentation tasks are undertaken professionally and in accordance with
various communication conventions. In everyday life the ability to apply critical reasoning and solve problems are necessary skills to
enable task resolution and facilitate effective decision-making. Working with others in a group environment academically or within
the workplace is an integral part of everyday life. Therefore, understanding the dynamics of teams in terms of culture, roles and
responsibilities will ensure that there is a better understanding and awareness of the importance and value of teamwork. Continuing
professional development, self-improvement and working towards various goals is an area that is encouraged in the workplace
through the appraisal’s framework. In addition, professional development extends into higher levels of learning and the need to
demonstrate effective research skills and academic reporting skills is also required. Among the topics included in this unit are the
development of communication skills and communication literacy; the use of qualitative and quantitative data to demonstrate
analysis, reasoning, and critical thinking; and tasks that require the integration of others within a team-based scenario and planning
and problem solving. On successful completion of this unit students will be able to demonstrate leadership skills through the
dynamics of team working, and through reflective practice be able to evaluate the contributions made as an individual and of others.
As a result, they will develop skills such as communication literacy, critical thinking, analysis, reasoning, and interpretation, which are
crucial for gaining employment and developing academic competence.
 II. Main body
1. Discuss the importance of team dynamics in the success and/or failure of group work. (P5)
1.1.The definition of team dynamics

Team dynamics refers to the relationships and interactions between team members that can affect their productivity and
performance. It encompasses how team members communicate, collaborate, and coordinate their efforts to achieve a shared goal.
A range of factors can influence team dynamics, including individual personality traits, work styles, attitudes, and external factors,
such as the culture and the team's organizational structure.

When team dynamics are positive, teams can achieve their goals more efficiently and effectively, and members are more likely to
feel satisfied and engaged in their work. When teams work well together, their individual and team performance is more than 50%
more effective when accomplishing goals and completing tasks.

Many executives nowadays believe collaboration leads to powerful, new business opportunities and can boost innovation in their
organization. These positive new dynamics can lead to improved cost-effectiveness, employee retention, and even better customer
loyalty.

Team dynamics are the unconscious, psychological forces that influence the direction of a team’s behavior and performance. They
are like undercurrents in the sea, which can carry boats in a different direction to the one they intend to sail.
Team dynamics are created by the nature of the team’s work, the personalities within the team, their working relationships with
other people, and the environment in which the team works.
Team dynamics can be good - for example, when they improve overall team performance and/or get the best out of individual team
members. They can also be bad - for example, when they cause unproductive conflict, demotivation, and prevent the team from
achieving its goals.

1.2. Benne and Sheat’s group roles

1.2.1. What is Benne and Sheat’s group roles?
 - Two influential theorists on group behavior were Kenneth Benne and Paul Sheats, who wrote the highly respected article
“Functional Roles of Group Members” back in the 1940s. In it, they defined 26 different roles that can be played by one or
more people within a group. Their work influenced other early research and thinking on group functions. And while more
recent research has refined many of these ideas, Benne and Sheats’ Groups Roles remains a useful and interesting way of
looking at group behavior.
- Benne and Sheats defined three categories of group roles: task roles, personal and social roles, and dysfunctional roles.

1.2.2. Task roles

Task roles relate to the actual execution of the work and associated tasks. What must be done to initiate and complete a project?
They include all roles that are required to carry out a project step by step. According to Benne and Sheats, there are 12 different task
roles.

1. Initiator (also contributor)

This person actively contributes to the work and proposes original ideas or identifies unique ways of achieving the final goal. The
initiator creates discussion and allows the team to explore new domains and possibilities.

2. Information Seeker

This person tracks down all the necessary information relating to a specific project. The information seeker also ensures this
information ends up in the right place. This person seeks clarification and aims to shed light on the facts. In case of missing
information, necessary action will be taken to find it.

3. Information Giver

The information seeker is also often the information giver; this person communicates the information to his team. Information
givers are considered an authority when it comes to information and know exactly what is and isn’t relevant.

4. Opinion Seeker
Within the Benne and Sheats group roles, this is often an opinionated team member who will seek clarity and the opinions of others.

5. Opinion Giver

This person does not mince their words and will quickly give their opinion on matters. This may lead to irritation among other team
members. The opinion giver has an important role, however. This person points out matters that others are afraid to touch upon. In
other words, their opinion can be very valuable.

6. Elaborator

This person can explore and expand upon the ideas of others. Although the ideas worked on may not necessarily lead to new
insights, in certain cases they may provide opportunities to bring the team to a higher level.

7. Coordinator

This person identifies the different ideas present in the team and makes underlying connections. The coordinator brings the various
ideas together.

8. Orienteer

This person evaluates and clarifies the position of the team. The orienteer does this by summarizing interim achievements, so that
the team knows their position on the path towards the end goal exactly.

9. Evaluator (also Critic)

This person evaluates proposals as objectively as possible. The evaluator is critical and doesn’t avoid discussions.

10. Energizer

This is the most vital person in the team according to the Benne and Sheats group roles. The energizer can motivate and encourage
others to persevere. This person remains motivated and focused on the end goal and inspires others with their enthusiasm.

11. Procedural Technician

This person ensures all the necessary preconditions are present. For example, think of a working Skype connection for a conference
call, materials for a brainstorming session, and the room and facilities for an afternoon meeting. The activities of the procedural
technician facilitate team discussion.

12. Recorder

This person records everything that is said and writes ideas and appointments down on paper, so that every team member is aware
of what has been discussed.

1.2.3. Personal and social roles

Interpersonal relationships within a team influence the team’s success. The various roles contribute to the positive functioning of a
team. If the mutual ties are positive, and team members respect each other, positive results should follow.

However, if there are conflicts, this will negatively affect the end results. In this category, Benne and Sheats distinguish 6 roles.

1. Encourager

As the name suggests, this person encourages the rest of the team. The encourager stimulates and motivates others in both a
natural and pleasant way. This person supports the team members in the efforts they make.

2. Harmonizer

This person aims to resolve or avoid (potential) conflicts or underlying tensions within the group. The harmonizer finds harmony
important and may use humor to maintain this.

3. Compromiser

In the event of opposing opinions and interests, this person aims to find a compromise for the benefit of the entire team. The
compromiser talks to various parties with a goal to pull everyone together. The interest of the group is always paramount.
 4. Gatekeeper (also Expediter)

This person manages the communication flow and ensures all team members are given the opportunity to provide input. The
gatekeeper also encourages quieter team members to express their thoughts and ideas.

5. Observer (also Commentator)

According to the Benne and Sheats group roles, this person can examine the group from a distance and provide feedback based on
observations.

6. Follower

Although quiet, the follower is a valuable team member. This person follows the rest of the team and accepts what others say and
decides. The follower is more of a listener rather than someone who constantly provides input.

1.2.4. Dysfunctional roles

These roles disrupt the progress of the team and undermine collaboration. As soon as one or more team members fulfil such a role,
the team dynamics will shift. In this category, Benne and Sheats distinguish 8 roles.

1. Aggressor

This person is often condescending to others and tries to sabotage ideas. The aggressor attacks team members directly with
offensive remarks, undermining the group atmosphere.

2. Blocker

This person will always bring up issues with others’ ideas. The blocker’s input is hardly constructive and resists the opinions of other
group members.
As a result, with a blocker in the team, the result will be difficult to achieve. Team members will usually have difficulty dealing with
such a person.

3. Recognition Seeker

This person is an individualist and always seeks to attract personal attention during team meetings. The recognition seekers boast
about their achievements and constantly aim to be the center of attention.

4. Self-confessor

This person is somewhat like the recognition seeker and uses team meetings to bring up personal feelings and problems. The self-
confessors relate everything to themselves and are therefore an obstacle on the road to the end goal.

5. Disrupter (also Playboy)

This person believes team meetings are an excellent opportunity to distract others from their work and disrupt proceedings. The
disrupter tries to steal the show, tells jokes, and is somewhat entertaining. However, this person contributes nothing to the end
goal.

6. Dominator

This person wants to take the lead, control team meetings, and determine other team members’ tasks. The dominator claims to
have a lot of knowledge of subjects and always seems to have better solutions than others. Their word is law.

7. Help Seeker

This person seeks sympathy and/or pity from team members. The help seeker acts helplessly and likes to play the victim role.

8. Special Interest Pleader

This person makes suggestions based on what he assumes others think and feel. The special interest pleader speaks in general terms
and never betrays own (pre-)judgments, views, and opinions.
 1.3. The importance of team dynamics in the success/failure of group work
1.3.1. Key elements of Team Dynamics.

Some of the following factors create strong team dynamics.

- Communication

Effective communication is crucial for successful team dynamics. This includes listening actively, expressing ideas clearly and
providing feedback.

- Trust

Team members must feel comfortable and safe while sharing ideas and information without fear or embarrassment. Established
trust leads to better ideas and creativity. A team leader needs to focus on factors that improve team dynamics, and he is responsible
for keeping everyone engaged, involved, and meeting deadlines.

- Roles and Responsibilities

Can you ask any of your team members to define their roles and responsibilities? Can you ask any of your team members to define
the roles and responsibilities of every other team member, including the team leader? When a team member can do this properly,
they know what is expected of them and every other team member. They also know whom to reach if they encounter problems at
work, which encourages effective team dynamics.

- Diversity and Inclusion

Diversity includes having different ideas and thoughts that can lead to innovative and creative solutions. If you have a cross-
functional team, diversity focuses on factors that boost team dynamics. For example, you could mix team members from different
departments equipped with various perspectives and skills.

- Conflict Resolution

Conflicts in the team are inevitable, but the ability to resolve them constructively is crucial for maintaining positive team dynamics.
 1.3.2. The importance of team dynamics

Team dynamics play a pivotal role in shaping the success and productivity of a workplace. Here's why they are crucial:

- Enhanced collaboration: Positive team dynamics promote seamless collaboration, where members pool their diverse skills
and perspectives to solve complex problems and achieve shared goals.
- Improved communication: Healthy dynamics foster effective communication, reducing misunderstandings and conflicts
while enhancing information sharing and clarity.
- Higher morale and motivation: Positive interactions and mutual support boost individual morale, job satisfaction, and
motivation to excel, resulting in higher productivity.
- Effective conflict resolution: Teams with strong dynamics can address conflicts openly and constructively, leading to faster
resolution and preserving team unity.
- Increased accountability: Defined roles and responsibilities enhance accountability, ensuring tasks are completed efficiently.
- Professional development: Interactions within a team offer opportunities for skill development, as individual team members
learn from one another's expertise and experiences.
- Cultural understanding: Positive dynamics foster a culture of mutual respect and understanding, which is vital in diverse
workplaces.
- Resilience to change: Teams with solid dynamics are better equipped to adapt to changes, as they possess strong
communication and problem-solving skills.
- High-performance culture: Strong team dynamics contribute to an overall high-performance culture, where individual efforts
align seamlessly to achieve exceptional outcomes.
- Attraction and retention of talent: Organizations with positive team dynamics are more attractive to potential employees,
and they tend to retain talent due to a supportive and engaging work environment.

By nurturing positive team dynamics, organizations can unlock the full potential of their teams, create a harmonious work
environment, foster innovation, and drive sustainable growth.
 1.4. The roles of each member in your team

Case on the Bean and Sheat’s roles I have mentioned before, I found that my team has 4 members with different roles of each
member.

- Mạnh Nghĩa: The Dominator

- Quang Tiến: The Information giver
- Hoàng Ngọc: The Expeditor
- Hoàng Hải: The Coordinator

2. Work in a team to achieve a defined goal.

2.1. The goals of your team

The program that was created and developed by our team is the JAVA source code for My management program. This program is
used to make a list of students and manage it, which can search and edit the student information.

2.2. The responsibilities of each member

All the members have responsibilities to finish their job that have been divided before. Besides, all the members are positive to
share the information and discuss the problems and solve the solution.

2.3. The results of group work

Figure 1 enter students list
Figure 2 find student by last name
Figure 3 find and edit students by name.

2.4. Assess your teamwork.

After time working as a team, I found that every single member in my team has responsibility and positive to discuss about the
problems. They also finish their part on time and always share the problem and solve the solution together.

3. Discuss the importance of CPD and its contribution to own learning and motivation. (P7)
 3.1. Definition of CPD

CPD refers to the ongoing process of learning, skill development, and knowledge acquisition that professionals undertake to
maintain and enhance their professional competence throughout their careers. CPD activities can include formal training courses,
conferences, workshops, seminars, online learning, self-directed learning, mentoring, coaching, and more.

The goal of CPD is to ensure that professionals stay up to date with the latest developments in their field, as well as to enhance their
skills and knowledge so that they can continue to provide high quality services to their clients or customers. CPD activities can also
help professionals to identify areas for improvement in their own practice and to develop strategies for addressing these areas.

It focuses on what you learn and how you develop but may include a formal process of recording it (through supervision, submission
of assignments etc.). You are probably already undertaking CPD without even knowing it.

3.2. Why is CPD important?

Aside from learning about something new, there are many reasons to undertake CPD. CPD is important because it:

• Gives you knowledge that may help you to deal with new or complex situations.
• Can help you achieve your career goals by focusing on learning and development.
• Will give you confidence in your role.
• Will demonstrate your commitment to developing your skills and knowledge in a subject area.

3.3. CPD contribution to own learning

Continuing professional development (CPD) is a powerful tool for taking charge of your own learning and growth. Here's how CPD
contributes to your learning journey:

Identifying Needs and Goals: CPD encourages you to reflect on your current skillset and knowledge base. This self-assessment helps
you pinpoint areas where you excel and areas that need improvement. With this awareness, you can set targeted learning goals to
address those weaknesses and build on your strengths.
Structured Learning: CPD activities provide a structured approach to learning. Whether it's a course, workshop, conference, or
online module, CPD programs offer a well-defined framework for acquiring new knowledge and skills.

Staying Up to Date: The world, especially professional fields, are constantly evolving. CPD ensures you stay abreast of the latest
advancements, industry trends, and best practices. This keeps your knowledge base relevant and allows you to adapt to changing
demands.

Networking and Collaboration: Many CPD activities involve interaction with peers and professionals from your field.

This fosters valuable networking opportunities and allows you to learn from the experiences and knowledge of others. Collaboration
with colleagues during CPD events can also enhance your learning by offering different perspectives.

In short, CPD is an investment in yourself and your professional future. It equips you with the tools and knowledge to continuously
learn, grow, and thrive in your chosen field.

Enhancing Self-Directed Learning: CPD fosters a culture of self-directed learning. By actively seeking out CPD opportunities and
setting personal learning goals, you become more autonomous in your learning process. This empowers you to take ownership of
your development and tailor you’re learning to your specific needs and interests.

Developing Critical Thinking Skills: Effective CPD activities often involve critical reflection and analysis. You're encouraged to
evaluate new information, question assumptions, and apply your learnings to real-world situations. This continuous process hones
your critical thinking skills, allowing you to approach problems and challenges more effectively.

Building a Learning Network: Many CPD activities involve interaction with colleagues and professionals. This fosters valuable
networking opportunities. You can connect with like-minded individuals, share knowledge and experiences, and learn from each
other's successes and challenges. This creates a supportive learning network that extends beyond the formal CPD event.

Fostering Innovation and Creativity: Exposure to diverse perspectives and cutting-edge ideas through CPD can stimulate innovation
and creativity. You might encounter new approaches, tools, or methodologies that spark fresh ideas and help you tackle problems
from different angles. This can lead to innovative solutions and improved performance in your field.
Improving Problem-Solving Skills: CPD activities often involve case studies, simulations, and practical exercises. By grappling with
real-world scenarios and applying newly acquired knowledge, you develop stronger problem-solving skills. This equips you to handle
complex situations and make sound decisions in your professional practice.

4. Review different motivational theories and the impact they can have on performance in the workplace. (P8)
4.1. What is motivation?

The term motivation describes why a person does something. It is the driving force behind human actions. Motivation is the process
that initiates, guides, and maintains goal-oriented behaviors.

For instance, motivation is what helps you lose extra weight, or pushes you to get that promotion at work. In short, motivation
causes you to act in a way that gets you closer to your goals. Motivation includes the biological, emotional, social,
and cognitive forces that activate human behavior.

Motivation also involves factors that direct and maintain goal-directed actions. Although, such motives are rarely directly
observable. As a result, we must often infer the reasons why people do the things that they do based on observable behaviors. 1

Learn the types of motivation that exist and how we use them in our everyday lives. And if it feels like you've lost your motivation,
do not worry. There are many ways to develop or improve your self-motivation level.

4.2.Expectancy model’s Alderfer

Clayton Alderfer developed Maslow’s Hierarchy of Needs into three factor model of motivation known as the ERG model. In this
model the letter E, R, G each stand for a different human need: existence, relatedness, and growth. The ERG model is a content
theory of motivation.

Alderfer’s model says that all humans are motivated by these three needs. The most concrete and motivating of Alderfer’s three
needs is existence, which really relates to physical and psychological survival. The next level is the need for relatedness, a sense of
community and a good relationship with yourself. The least concrete, but still important, of Alderfer’s needs in the ERG model is
growth, which really relates to self-development, fulfillment, and the sense of achieving your potential.
In Maslow’s Hierarchy of Needs, individuals need to have satisfied one level of needs before moving on to the next one. For
example, they need to have satisfied their safety needs before being motivated by social belonging. Alderfer disagreed. In his model,
individuals do not need to have satisfied their existence needs before being motivated by their relatedness need.

In fact, Alderfer went further and said that different individuals potentially prioritize their needs in different orders based on their
life views. A standard example of this could be the starving actor who’s motivated by growth through their art, potentially at the
expense of their existence.

Alderfer also noted that how individuals perceive their progression in relation to each of the levels of need is important. If an
individual feels they are making great progress at relatedness, they may be increasingly motivated by growth even though their
relatedness need has not been fully satisfied. Similarly, if an individual feels frustrated with the progress they are making in relation
to growth, they may abandon it and redouble their motivation in relation to relatedness.

4.3. Vroom’s motivational theory

4.3.1. The definition of Expectancy Theory of Motivation

The expectancy theory of motivation, also known as the valence-instrumentality-expectancy theory, states that a person's
motivation is directly tied to an expected outcome because of their hard work and labor. This means people are increasingly more
motivated the stronger they believe that their current actions will result in their desired goal.

The expectancy theory of motivation is traditionally a management principle, but it also has many applications outside of the
workplace. For example, if you can better understand the expectancy theory, you can not only motivate those around you, but you
can better understand your personal expectations to self-motivate. In this article, we discuss how the expectancy theory works and
how to use it.

4.3.2. Expectancy Theory of Motivation Examples

For example, if you want to join the executive team of your company, the first step to motivate yourself is to verify that you want
the goal. If so, it's time to sit down and choose a plan that results in you earning a C-level position. Then, once the plan is in place,
you need to execute that plan, learning new skills along the way that'll help you achieve your goal of executive leadership.

What's important to note here is that if you do it right, you can't fail. For example, if you execute your plan to perfection and the
board of directors doesn’t reward you with the role you want, you'll still have new experiences that might help you get a C-level
position somewhere else. So, if you focus on consistent learning as part of expectancy, you'll have new skills you can apply
elsewhere to achieve your ultimate desire and won't have to worry or stress about a thing .

4.3.3. Expectancy Theory Advantages

• Since motivation is correlated with satisfaction
• Expectations can lead to increased motivation, even if the eventual outcome doesn't meet expectations.
• The theory emphasizes rewards, pay-offs, and goal achievement.
• It champions the fact that effort should lead to increased performance, which should then lead to the achievement of the
desired outcome.
4.3.4. Expectancy Theory Disadvantages
• Somewhat idealistic because it assumes that effort and performance will directly lead to the desired outcome.
• There are other inputs that should be considered, such as education and overall capacity, rather than effort alone.

4.4. The impact of motivational theories on performance of workplace

Motivational theories have a significant impact on workplace performance. By understanding what motivates employees,
organizations can create a work environment that fosters higher productivity, engagement, and overall success. Here's how:

1. Increased Employee Performance: Motivated employees put in more effort, are more creative, and strive for better results.
Understanding factors that drive motivation allows companies to implement strategies that address those needs.
2. Improved Job Satisfaction: When employees feel motivated, they're more likely to find their work fulfilling and enjoyable.
This leads to higher satisfaction, which in turn reduces turnover and absenteeism.
3. Enhanced Innovation: Motivated employees are more likely to think outside the box and come up with new ideas. This can
lead to increased innovation and a competitive advantage for the organization.
4. Here's how understanding motivational theories helps:
5. Identifying Motivators: Different theories highlight different motivators, such as goal setting (Goal Setting Theory) or
recognition (Social Cognitive Theory). Understanding these helps tailor motivational strategies to the workforce.
6. Fostering a Growth Mindset: Some theories emphasize the importance of a growth mindset, where employees believe their
abilities can develop. Employers can create a culture that encourages learning and development.
7. Enhancing Goal Clarity: Understanding what motivates employees helps set clear and achievable goals, which can
significantly boost motivation (Expectancy Theory).
8. Goal Setting Theory: This theory suggests that specific, challenging, and achievable goals lead to higher performance.
Companies can utilize this by:
9. Setting SMART Goals: Implementing goals that are Specific, Measurable, Achievable, Relevant, and Time-bound allows
employees to clearly understand expectations and track progress.
10. Stretch Assignments: Providing employees with challenging but achievable tasks can boost motivation and a sense of
accomplishment.
11. Expectancy Theory: This theory focuses on the belief that motivation depends on three factors: Expectancy (belief that effort
leads to performance), Instrumentality (belief that performance leads to rewards), and Valence (importance of the rewards).
Here's how to leverage it:
12. Performance-Based Recognition: Recognize and reward employees for achieving goals, reinforcing the link between effort
and desired outcomes.
13. Alignment of Rewards: Ensure rewards are valued by employees. This could include bonuses, promotions, or opportunities
for professional development.
14. Job Characteristics Model: This theory emphasizes the importance of job design in motivation. Jobs with high levels of skill
variety, task identity, task significance, autonomy, and feedback are more motivating. Here are some strategies:
15. Job Rotation: Rotate employees across different tasks to provide a variety of skills and experiences.
16. Empowerment: Grant employees’ autonomy over their work processes and decision-making, fostering a sense of ownership.
17. Regular Feedback: Provide constructive and specific feedback to help employees understand their strengths and areas for
improvement.
 18. Self-Determination Theory: This theory emphasizes the importance of intrinsic motivators, such as the desire for
competence, relatedness, and autonomy. Organizations can support this by:
19. Meaningful Work: Provide employees with opportunities to see how their work contributes to the bigger picture and the
organization's goals.
20. Collaboration: Encourage teamwork and foster a sense of belonging and connection with colleagues.

In conclusion, motivational theories are valuable tools for organizations to improve workplace performance. By understanding what
drives their employees, companies can create a work environment that fosters motivation, satisfaction, and ultimately, success.

5. Produce a development plan that outlines responsibilities, performance objectives and required skills for future goals.
(P9)

Development plan

1. Current role and responsibilities

- Student at FPT BTEC
- Majoring in computer science
2. Future Goals
- Studying for a computer master’s degree in Japan
- Expand knowledge of computer and data analyst
3. Performance objectives
- Have a 7.5 ielts certificate in 1 year.
- Have a N4 NJPT certificate in 6 months.
4. Required skills.
- Technical Skills:
• Advanced proficiency in HTML, CSS, and JavaScript
• Experience with a front-end framework (e.g., Bootstrap, React, Vue.js) (to be acquired)
 • Understanding of UI/UX design principles
• Basic knowledge of back-end technologies (e.g., APIs)
- Soft Skills:
• Excellent communication and collaboration skills
• Problem-solving and critical thinking skills
• Ability to work independently and as part of a team.
• Time management and organizational skills
5. Development plan activities
- Technical Skills:
• Enroll in an online course on a chosen front-end framework (e.g., React or Vue.js)
• Complete online tutorials and challenges related to the chosen framework.
• Contribute to open-source projects using the chosen framework to gain practical experience.
• Attending workshops or conferences focused on front-end development trends and best practices.
- Soft Skills:
• Shadow a senior developer to observe their communication and collaboration style.
• Take online courses or workshops on effective communication and project management.
• Volunteer to mentor a junior developer and practice explaining concepts clearly.
6. Timeline and Resources
- Technical Skills
• Complete the BTEC study program (ongoing)
• Dedicate 2 hours per week to online tutorials and challenges (ongoing)
- Soft Skills
• Spend 2 hours per day to learn Japanese and English (ongoing)
7. Evaluation and Review
- Conduct self-assessment of progress on performance objectives every 3 months.
- Seek feedback from senior developer on code quality and communication skills.
- Review industry trends and adjust development plan as needed.
8. Additional Tips
- Discuss development plan with your manager and get feedback on your goals and chosen activities.
- Build a strong online presence by contributing to open-source projects and maintaining a professional portfolio website.
- Network with other front-end developers through online communities and local meetups to stay updated and learn from
others.
III. Conclusion

Coming to ASM 2, I approached concepts that are very foreign to me like Team Dynamic and Continuous Career Development (CPD). I can
expand my knowledge and learn the knowledge that successful people certainly know because it is the foundation for all future
development. Applying the CDP method to the project has helped me and my team a lot in setting goals and making short-term planning
effectively. The most important thing about this assignment was that I did my own personal development planning, setting goals that I only
kept in my head for a while and almost always forget. Planning long-term and short-term goals helps me define a clearer path, control my
own growth rate, and then have a method to change tactics according to physics.
IV. References

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