Post on 23-Dec-2015
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LEAD AND MANAGE PEOPLED1.HML.CL10.03
D2.TRM.CL9.06
Lead and manage people
This Unit comprises three elements:
1. Model high standards of performance and behaviour
2. Develop team commitment and cooperation
3. Manage team performance
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Assessment
Assessment for this unit may include:
Oral questions
Written questions
Work projects
Workplace observation of practical skills
Practical exercises
Formal report from employer/supervisor
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Element 1 – Model high standards of performance and behaviourPerformance Criteria for this Element are:
Make individual performance a positive role model to team
Show support for and commitment to enterprise goals in day-to-day work performance
Treat people with integrity, respect and empathy.
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Make individual performance a positive role model to teamIt is important to note:
Managers achieve results through the efforts of others
The model they provide is a major indicator of a manager’s success
Staff tend to reflect/duplicate what the manager does
Being a good/positive role model involves ‘walking the talk’
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Make individual performance a positive role model to teamWorkplace teams:
Two or more people coming together to achieve nominated goals
May be ‘project-based’ or permanent/ongoing
Have become very popular in recent management theory
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Make individual performance a positive role model to teamWhy do businesses use teams?
They create esprit de corps
They enable strategic management thinking
They speed up decision making
They facilitate workplace diversity
They increase performance and productivity
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Make individual performance a positive role model to teamTeams may be classified as:
Formal teams:
• ‘Vertical’ or ‘horizontal’
• ‘Task force’ or ‘committee’
Self-directed teams
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Make individual performance a positive role model to teamWork team size:
Can vary between seven to twelve
Seven is a good number
Small teams have more agreement
Large teams have more talent/experience but increased potential for conflict and reduced opportunity for engagement of members
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Make individual performance a positive role model to teamWork team roles – there is a dual need:
‘Task specialist’ role
‘Socio-emotional’ role
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Make individual performance a positive role model to teamOther characteristics of effective teams:
Clear goals
Relevant skills
(Continued)
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Make individual performance a positive role model to team
Mutual trust
Unified commitment
(Continued)
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Make individual performance a positive role model to team
Good communication
Negotiation skills
(Continued)
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Make individual performance a positive role model to team
Appropriate leadership
Internal and external support
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Make individual performance a positive role model to teamManagers as role models:
All managers are role models – even if they do not intend to be
Staff observe them and listen to then and the manager’s actions will always have a major influence of how staff behave
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Make individual performance a positive role model to teamManagers must manage themselves:
Know their job and the responsibilities
Planning work to be done
Managing their time efficiently and effectively
Managing their own stress
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Make individual performance a positive role model to teamTo be a good workplace leader:
Have the trust of staff – and trust them
Show respect for the staff
Be able to motivate workers
Be passionate and committed to work
(Continued)
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Make individual performance a positive role model to team Be able and prepared to
delegate
Clearly know the goals and objectives of the business and the department
Help others achieve their goals
Communicate often and effectively
Share information, concerns and praise
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Make individual performance a positive role model to teamTips for effective time management:
Prioritise what needs to be done
Develop SOPs to deal with common situations and predictable requirements
Delegate certain management tasks to others
(Continued)
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Make individual performance a positive role model to team Break work to be down
into component elements/sub-parts so they can be done ‘a bit at a time’
Use prevention rather than cure – by addressing small issues before they become big problems
Group all similar activities together to be done at the same time
(Continued) Slide 20
Make individual performance a positive role model to team
Develop the ability to make on-the-spot decisions
Become comfortable with saying ‘No’ to people
Come in to work at least 30 minutes early
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Make individual performance a positive role model to teamLeaders:
Influence others and have managerial authority
May be appointed by, or emerge from, a group
Have lots of personal power and the ability to promote vision, creativity and change within an organisation
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Make individual performance a positive role model to teamMore useful points to note:
Managers are appointed and have ‘legitimate’ power bestowed on them by the business
Managers must promote stability and order
Managers are problem solvers
Managers must be leaders but not all leaders can be managers
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Make individual performance a positive role model to team
Qualities of ‘Leaders’ may be seen as soul-related – being:
Visionary and passionate
Creative and flexible
Inspiring and innovative
Courageous
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Make individual performance a positive role model to team
Qualities of ‘Managers’ may be seen as mind-related – being:
Rational and consulting
Persistent and problem-solving
Tough-minded and analytical
Structured
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Make individual performance a positive role model to teamPower is a major source of difference between managers and leaders:
Power = the potential to affect the behaviour of others
‘Position’ power comes from the organisation giving them power to reward or punish staff to influence their behaviour
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Make individual performance a positive role model to team
Examples of ‘position’ power:
Legitimate power
Reward power
Coercive power
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Make individual performance a positive role model to teamBy comparison, ‘personal’ power comes from inside the person via:
Expertise/expert power – their skills, knowledge or experience
Personality/referent power – their personal characteristics which command respect and admiration
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Make individual performance a positive role model to teamTips for a successful management career:
Demonstrate loads of competence
Embrace lots of responsibilities – look for extra responsibility
Make meaningful contributions
(Continued)
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Make individual performance a positive role model to team
Learn to adapt – the workplace is always dynamic
Make a commitment – do things rather than talk about doing them
Continue to learn – no-one ever knows it all
(Continued)
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Make individual performance a positive role model to team Prioritise loyalties –
demonstrate work is important
Choose every job/position with great care
Always do good work – whatever the job, whatever the position, whatever the business
(Continued)
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Make individual performance a positive role model to team Present the right image –
someone is always watching
Learn the power structure within the business
Gain control of the resources within the business
(Continued)
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Make individual performance a positive role model to team Stay visible – stay on
people’s radar
Do not stay ‘too long’ in the same job
Find a mentor
(Continued)
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Make individual performance a positive role model to team
Support the boss
Think laterally
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Show support for and commitment to enterprise goals in daily work
It is vital managers understand:
Their actions and what they are say are always on show
They are in a position to influence how others (staff) act
Staff will make judgements about what the manager likes and dislikes by what they see the manager do and what they hear the manager say
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Show support for and commitment to enterprise goals in daily workWays to show support for and commitment to organisational goals in day-to-day work:
Verbally state the support given
Explain initiatives to team members
Do not make negative comments about senior management or the business
Provide required resources and training to staff
(Continued)
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Show support for and commitment to enterprise goals in daily work
Set work targets
Monitor action taken on goals and targets
Check levels of staff compliance
Communicate regularly and effectively with teams
(Continued)
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Show support for and commitment to enterprise goals in daily work
Set agenda ‘standing’ items for each enterprise goal at all team meetings
Remind teams about important goals on a regular basis on other occasions
Celebrate success
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Treat people with integrity, respect and empathyTreating staff with integrity means:
Being honest with them
Telling the truth
Being sincere
Only promising what can actually be delivered
Not taking credit for what others do
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Treat people with integrity, respect and empathyTreating staff with respect means:
Appreciating their work
Acknowledging effort
Allowing individuals to be different
Talking and dealing with them in an appropriate manner
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Treat people with integrity, respect and empathyManagers must also be empathetic:
They need to see things through the eyes of staff
They must treat individuals differently realising their unique nature, needs and wants
Staff will help the organisation get what it wants if they get what they want from the work they do and the environment they are working in
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Treat people with integrity, respect and empathyManagers also be fair with employees:
They must not ‘play favourites’
They must share the good and the bad aspects of work
It is important to use communication to make sure everyone knows what everyone else is doing
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Treat people with integrity, respect and empathyManagers also need to be consistent in the way they interact with staff – in order to:
Be seen as predictable in their reactions/responses
Deliver uniformity of behaviour/action
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Treat people with integrity, respect and empathyFailure to treat staff properly may result in:
Minimal compliance, commitment and effort
Intentional ‘misunderstandings’ about what is required
Workplace sabotage
Higher levels of theft, absenteeism and staff turnover
Failure by staff to notify management about important issues
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Treat people with integrity, respect and empathyIt is important for managers to understand:
Others (such as senior management/owners) judge them by the way they treat their staff
They have very little power or influence if workers decide not to cooperate
They are (essentially) reliant and dependent on their staff
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Element 2 – Develop team commitment and cooperationPerformance Criteria for this Element are:
Develop and clearly communicate plans and objectives in consultation with the team
Make plans and objectives consistent with enterprise goals
Communicate expectations, roles and responsibilities in a way that encourages individuals/teams to take responsibility for their work
(Continued)
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Element 2 – Develop team commitment and cooperation Encourage teams and individuals to
develop innovative approaches to work
Identify, encourage, value and recognise and reward team members
Model and encourage open and supportive communication styles within the team
Seek and share information from the wider community with the team
Represent team interests appropriately to the wider environment
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Develop and communicate plans and objectivesPlanning:
Integrates and coordinates effort
Gives direction
Reduces negative impact of change
Minimises waste and duplication of effort
(Continued)
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Develop and communicate plans and objectives Reduces levels of
uncertainty
Concentrates focus on specific targets
Enables (‘forces’) rationalisation of decisions which are made
Sets performance standards
Motivates staff
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Develop and communicate plans and objectivesPlanning can address:
Broad and complex company mission, objectives and strategies
Single tasks – including action as well as monitoring and evaluation
Short-term issues, mid-term issues or long-term issues
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Develop and communicate plans and objectivesPlans are often prepared for the following:
Sales targets
Performance targets for projects
Increased productivity
Achieving goals/KPIs
(Continued)
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Develop and communicate plans and objectives Organisational strategies
Operational activities
Task management
Contingency management
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Develop and communicate plans and objectivesPlan must be in writing in order to:
Provide a constant reference point
Facilitate sharing of the plan with others
Allows people to give more informed feedback
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Develop and communicate plans and objectivesIn relation to preparing plans:
Many businesses use pro forma documents
It is useful/advisable to view plans made by others before preparing own plans
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Develop and communicate plans and objectivesPlans traditionally will cover:
Basic information
Details of action to be taken
Resources available
Allocation of work
Timelines
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Develop and communicate plans and objectivesPlans need to be shared with:
Those on whom they impact
Those with nominated responsibilities under the plans
Other managers
Senior management
Administration
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Develop and communicate plans and objectives
Sharing plans may include:
Holding staff meeting/s
Talking about them at briefing/s
Putting a notice on staff notice board
Emailing copies to staff
Handing out hard copies
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Develop and communicate plans and objectives
A face-to-face presentation is the preferred way of communicating plans as it enables:
Full explanation of all aspects
Rationale for the plan to be given
Information about what will happen if plan is not achieved/implemented
Context to be provided
Questions to be answered
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Make plans and objectives consistent with enterprise goalsPlans must:
Align with Mission Statement
Support Vision Statement
Reflect Value Statement
Accord with strategic plans
Maintain required business image
Maintain necessary market position
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Make plans and objectives consistent with enterprise goalsImportant to understand:
Goal = the objective/expected outcome
Strategy = what will be done to achieve the goal
Tactic = a technique to be used within a strategy
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Make plans and objectives consistent with enterprise goalsBetter goals can be written using SMARTER:
S = Specific
M = Measurable
A = Assignable
R = Realistic
T = Trackable
E = Evaluated
R = Reviewed
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Make plans and objectives consistent with enterprise goalsFormal planning occurs at three levels:
The strategic level
The tactical (divisional) level
The operational (departmental) level
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Make plans and objectives consistent with enterprise goalsIn relation to performance/operational plans:
They may be daily or longer
Consistent trade usually means less need for regular development of plans
Most are ‘single use’
Review of plans is usually just ‘fine tuning’.
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Communicate expectations, roles and responsibilitiesCommunication options:
Job descriptions/PDs
Inductions and orientations
Team/departmental meetings
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Communicate expectations, roles and responsibilitiesLeadership styles can impact communication:
Autocratic leaders:
• Centralise authority
• Rely on legitimate reward and coercive power
Democratic leaders:
• Delegate authority
• Encourage participation
• Rely on expert and referent power
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Communicate expectations, roles and responsibilities
‘Charismatic’ leaders – key characteristics:
Self confidence
Vision
Ability to articulate their vision
Strong convictions about their vision
Behaviour which is out of the ordinary
Appearance as a change agent
Environment sensitivity
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Communicate expectations, roles and responsibilities
Leaders may be also seen as:
Transactional leaders
Transformational leaders
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Communicate expectations, roles and responsibilitiesCommunication regarding workplace expectations, roles and responsibilities should:
Be clear and unambiguous
Use workplace/work-based examples
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Communicate expectations, roles and responsibilities
Topics to be covered in communication include:
Nature/scope of work to be done
Relationships with others in the workplace
Independent areas of activity
Roles of leaders/managers
Communication channels and methods
Reporting requirements Slide 69
Encourage innovative approaches to workEncouraging innovation and staff input:
Must be actively pursued by managers
Demonstrates managers see staff as intelligent people with ideas to contribute
Shows staff they are regarded as valuable assets to the business
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Encourage innovative approaches to workStaff must be encouraged to be innovative and contribute ideas in relation to:
Organisational policies – which guide/direct activities
Practices/SOPs
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Encourage innovative approaches to workStaff need to be encouraged to be innovative because they are the best ones to have ideas on:
How to operate and work more effectively and efficiently
How to work more safely
How to obtain/produce better quality
How to operate less expensively
How to generate a workplace ‘point of difference’
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Encourage innovative approaches to workWays to encourage innovation:
Ask for ideas
Describe criteria which needs to be met
Have an ‘open door’ policy
Share ideas
(Continued)
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Encourage innovative approaches to work Be ready to test/trial new
ideas
Talk about innovation regularly
Create teams to support innovation
Source ideas from non-traditional places
(Continued)
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Encourage innovative approaches to work Creative a supportive culture
Reward people
Thank people
Explain why rejected ideas were not adopted
Give people credit for their work/contributions
Train staff in ‘creative thinking’
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Identify, encourage, value and recognise and reward teamReward team input must address:
Successful contributions
Suggestions and/or effort which did not achieve anything tangible
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Identify, encourage, value and recognise and reward team
Examples of rewards and recognition:
Informal acknowledgement
Formal acknowledgement
Presentation of internal award
Written report to management
Use of incentive initiatives
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Model and encourage open and supportive communication styles
Team processes include dynamics which change over time and can be influenced by team leaders – they include:
Stages of team development
Team cohesiveness
Team norms
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Model and encourage open and supportive communication styles
Stages of team development:
Forming
Storming
Norming
Performing
Adjourning
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Model and encourage open and supportive communication stylesTeam cohesiveness – teams are cohesive if there is:
Team interaction
Shared goals
Personal attractionto the team
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Model and encourage open and supportive communication stylesNorms = acceptable standards of behaviour - they:
Identify team values
Clarify role expectations
Facilitate team survival
Govern day-to-day behaviour
Apply to output and performance
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Model and encourage open and supportive communication stylesWays to create a supportive environment:
Invite team members to question what is said
Do not ‘shoot the messenger’
Create an environment where it is OK to make mistakes
(Continued)
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Model and encourage open and supportive communication styles ‘Walk the talk’
Admit personal mistakes
Offer help and advice
Put problems/issues in perspective
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Model and encourage open and supportive communication styles
Communication options:
Individual one-on-one talks
Formal, group meetings
Non-verbal communication
Written communication
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Seek and share information from the wider environment with teamInformation from wider community may include:
Overall enterprise objectives
Rationale for management decisions
Changes in enterprise policies
Marketing information and targets
(Continued)
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Seek and share information from the wider environment with team Business performance
information
Technology updates
Plans for new equipment
Training developments
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Seek and share information from the wider environment with team
Information from the ‘wider community’ may comprise information:
From higher-level management/The Board
From other departments in the business
From market research undertaken by the organisation
(Continued)
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Seek and share information from the wider environment with team From internal administration
From customers/guests
From the competition/the opposition
From industry events
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Seek and share information from the wider environment with team
Reasons managers need to share information with team:
Demonstrates commitment to the team
Indicates willingness to help
Shows faith in team ability
Assists goal achievement
Demonstrates involvement
Supports organisational work
Gives a better context for decision making and action Slide 89
Seek and share information from the wider environment with teamStandard ways to share information with teams:
Discussing matters face-to-face
Using hard copy handouts
Sending emails
Posting notices on staff notice board
Making entries in ‘Communications Book’
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Represent team interests appropriately in the wider environment
Manager’s position must be to support the Boss … but:
A balance should be sought characterised by balance and harmony
The approach must never be to generate a ‘them’ and ‘us’ position between management and the team/s
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Represent team interests appropriately in the wider environment
Always strive for ‘win-win’ outcomes – which can occur:
When there are requests by staff for training
Where staff suggest product/service-related initiatives
(Continued)
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Represent team interests appropriately in the wider environment
When teams report faulty/unsafe equipment
Where requests are made for more/extra or different staff
If a suggestion is received for a media release to be prepared
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Represent team interests appropriately in the wider environment
It is essential to prepare negotiations when representing team interests and managers must be able to show:
Real benefits of the idea, request or suggestion
Cost of the proposal
Source of funds
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Represent team interests appropriately in the wider environment
Presentation must also include a strategy including:
Those to whom presentation needs to be made
Venue and style of presentation
Time and date
Possible objections
Responses to identified objections
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Element 3 – Manage team performancePerformance Criteria for this Element are:
Assess the skills of team members and provide opportunities for individual development
Monitor team performance to ensure progress towards achievement of goals
Delegate tasks and responsibilities appropriately
Provide mentoring and coaching support to team members
Recognise and reward team achievements Slide 96
Assess the skills of team members and provide opportunities for PDAreas to assess:
Skills
Knowledge
Attitude
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Assess the skills of team members and provide opportunities for PDNot all staff want to be given a chance to develop:
Some are happy with where they are and what they have got
It can be unwise to ‘force’ some staff into PD
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Assess the skills of team members and provide opportunities for PD‘Training gap’:
Difference, for each person, between what the organisation requires them to do, and what it is they can actually do
Should form the basis for training/PD
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Assess the skills of team members and provide opportunities for PDMotivation – key in:
Making training effective
Improving staff morale
Raising team cohesion
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Assess the skills of team members and provide opportunities for PD
Motivation = a driver to do/refrain from doing something.
May be:
• ‘Economic’ reward
• ‘Non-economic’ reward.
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Assess the skills of team members and provide opportunities for PD
Contemporary approaches to motivation:
Content theories
Process theories
Reinforcement theory
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Assess the skills of team members and provide opportunities for PDContent theories – emphasise the needs that motivate people as identified by:
The hierarchy of needs theory (Maslow and ERG)
The motivation hygiene theories (Herzberg)
Acquired needs theory (McClelland)
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Assess the skills of team members and provide opportunities for PDProcess theories – provide an understanding of why people choose to behave in a certain way and the reasons for reacting the way they do.
They include:
Expectancy theory
Equity theory
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Assess the skills of team members and provide opportunities for PDReinforcement theory – looks at relationship between behaviour and consequences:
Focus is on changing behaviour through use of rewards and punishments
Ignores factors such as goals, expectations and needs
Emphasis is on what happens after the behaviour has occurred
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Assess the skills of team members and provide opportunities for PD
More modern motivational programs focus on:
Empowerment
Management of a diversified workforce
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Assess the skills of team members and provide opportunities for PDGuidelines for motivating staff:
Recognise individual difference
Match people to jobs
Use goals
Ensure goals are seen as attainable
(Continued)
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Assess the skills of team members and provide opportunities for PD Individualise rewards
Link rewards to performance
Check system for equity
Do not ignore money as a motivator
Ensure value in the eyes of recipient
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Assess the skills of team members and provide opportunities for PDJob design may operate/be used as motivation:
Job simplification
Job rotation
Job enlargement
Job enrichment
Job characteristics model
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Assess the skills of team members and provide opportunities for PDOpportunities for workplace PD:
Training
Change in job responsibilities
Opportunity for more autonomy or responsibility
Promotion
(Continued)
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Assess the skills of team members and provide opportunities for PD
Chance to perform at a higher-level position
Mentoring another person
Leading training
Being sent to an event/conference
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Monitor team performance to ensure progress towards goals
It is important to monitor team performance to:
Allow evaluation of plans
Demonstrate involvement with workplace activities
Show interest
(Continued)
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Monitor team performance to ensure progress towards goals Identify issues requiring
attention
Identify need for assistance
Provide basis for future action
Gain evidence to use for reward and recognition
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Monitor team performance to ensure progress towards goalsWays to monitor – use a variety of approaches:
Observe/watch staff
Talk to customers
Talk to team members
Talk to other managers
(Continued)
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Monitor team performance to ensure progress towards goals Analyse plans
Monitor budgets – expenses and sales
Inspect the workplace
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Monitor team performance to ensure progress towards goalsConflict in teams refers to:
Disagreement between two parties
Perceived and incompatible differences resulting in opposition
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Monitor team performance to ensure progress towards goalsTraditional view of conflict was it:
Was bad for the team/organisation
Would always generate a negative impact/outcome
Was best avoided
It is now seen as ‘inevitable’ and ‘necessary’.
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Monitor team performance to ensure progress towards goalsMain causes of conflict:
Communication differences
Structural differences
Personal differences
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Monitor team performance to ensure progress towards goalsCommunication differences:
May result from individual perception, misunderstanding or noise in the communication channel
May mask other root causes – different goals, personality clashes, differing value systems
Slide 119
Monitor team performance to ensure progress towards goalsStructural differences:
May cause problems of vertical or horizontal integration within the organisation
Caused by issues relating to the structure of the business
May result from people pursuing different goals, or because of unfair work ‘boundaries’
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Monitor team performance to ensure progress towards goalsPersonal differences:
May be caused by individual personal values, culture, background
Can be a ‘personality’ issue
Could occur due to correct or incorrect assumptions or perceptions
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Monitor team performance to ensure progress towards goals
Five main ways to handle conflict:
Avoidance
Accommodation
Forcing
Compromise
Cooperation
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Monitor team performance to ensure progress towards goalsOther potentially useful conflict resolution techniques:
Setting subordinate goals
Bargaining/negotiating
Providing mediation
(Continued)
Slide 123
Monitor team performance to ensure progress towards goals
Providing clear/well-defined tasks
Facilitating communication
Attention should always be paid to intentionally stimulating intention (controlled) conflict to refresh and re-generate the team and the organisation.
Slide 124
Delegate tasks and responsibilities appropriately
‘Delegation’ can have two meanings for a manager:
Allocating work as part of the planning process
Giving some of the management tasks to staff
Slide 125
Delegate tasks and responsibilities appropriatelyWhen ‘allocating’ work as part of the planning process:
Be clear about what needs to be done
Explain why tasks need to be done
Notify staff in a timely manner
Provide necessary instructions
(Continued)
Slide 126
Delegate tasks and responsibilities appropriately Providing training or
demonstration
Check if employee has questions
Check for understanding of what needs to be done
Give positive feedback
Slide 127
Delegate tasks and responsibilities appropriatelyProblems when delegating often occur in relation to:
Age differences
Differences in experience
Gender differences
Slide 128
Delegate tasks and responsibilities appropriatelyBenefits of delegating management activities to team:
Frees up manager for other work
Gives team managerial experience
Promotes a team approach through sharing
Supports career development/ advancement
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Delegate tasks and responsibilities appropriatelyWhen delegating management tasks to team:
Only delegate to those who want it
Delegate interesting and varied work
Ensure tasks are suitable and achievable
(Continued)
Slide 130
Delegate tasks and responsibilities appropriately Provide support and training
Inform others of the delegation
Review progress at given times
Be available for questions/help
Slide 131
Provide mentoring and coaching to support team membersMentoring:
Where a more experienced person supports and encourages a less experienced person
Person providing support = mentor
Person receiving support = mentee
Focus is on personal development, growth, self-reflection and learning from the experience of others
Slide 132
Provide mentoring and coaching to support team members
Mentoring is a one-on-one activity with the two people meeting:
In private
At regular, pre-arranged times
Whenever the mentee wants a meeting
Slide 133
Provide mentoring and coaching to support team membersMentoring:
Usually embraces transfer of workplace culture, mores and norms
Passes on contextual information which gives other knowledge its fuller/fullest sense and meaning
Enables the mentee to gain immediate input to a problem/situation they are facing
(Continued)
Slide 134
Provide mentoring and coaching to support team members
Features discussion as its primary tool
Supports/encourages mentee to arrive at their own decisions/conclusions
Managers often do not make good mentors for their own staff.
Slide 135
Provide mentoring and coaching to support team membersCoaching:
Semi-formal method of on-the-job training
Needs to be highly organised
Will feature use of a ‘coaching plan’
Slide 136
Provide mentoring and coaching to support team membersCoaching should always take into account:
Agreement from learner about need for training
Availability of staff to be coached
Availability of suitable space and resources
Maintenance of required service levels/standards
Slide 137
Provide mentoring and coaching to support team members
Coaching often used to teach:
A new skills
How to operate equipment
About new products
A new SOP
About new compliance requirements
Slide 138
Recognise and reward team achievementsReward and recognition:
May be applied to individual staff/team members or entire teams
May acknowledge outcomes, effort or (even) participation
Slide 139
Recognise and reward team achievementsRecognition and reward may feature:
Informal acknowledgement – one-on-one
Formal acknowledgement – in front of peers
Presentation of an award
(Continued)
Slide 140
Recognise and reward team achievements Written report to management
Incentive initiatives
Slide 141
Recognise and reward team achievementsImportant points to note:
Reward/recognition must be earned
Reward/recognition must have value for recipient
Reward/recognition should be celebrated
Slide 142