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London College of Management Studies
CMI - 5020
Introduction to Management and Leadership
Lecture 2:
“To understand the purpose and construction of a personal development
plan ... ”
Tanveer Ahmad
London College of Management Studies
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Learning outcome:
After this lesson you will be able to understand:
1.2 Discuss a management style and its impact on the
middle manager ‘s need to work with others
1.3 Construct a personal development plan (PDP) that
addresses the middle manager’s short and long term
needs
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Middle manager:
"Middle management is critical to the change process,“
"They are the glue in the middle."
(Jane Cranwell-Ward, at Henley Business School. )
Skills and knowledge as key for middle managers:
• setting objectives
• identifying responsibilities
• identifying risk
• identifying the effects of failure
• knowing how to manage and control processes
• setting milestones and meeting objectives on time
• engaging staff
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Managerial effectiveness
The Learning Workplace
• Deal with significant changes
• Assess your approach to challenges from your staff
• Understand your behavioural profile and scoring matrix
The Manager’s Style—How Others See You
• The four primary behavioural styles: relater, socialiser, thinker,
director
• How to recognize others’ behavioural styles to increase support and
communication
• Style adaptability to increase your managerial effectiveness
Managing Teams
• How to develop, create and manage a successful team
The Transformational Coach—Partnership Coaching
• How to move from a boss to a coach
• The competencies and strengths of a transformational coach
• Identify your developmental strategies
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Management styles
1. Autocratic
Autocratic style means that the manager makes decisions
unilaterally and without much regard for subordinates.
Decisions will reflect the opinions and personality of the manager.
This in turn can give project an image of a confident, well
managed business.
Subordinates may become overly dependent upon the leaders
and more supervision may be needed.
2. Paternalistic
Decisions take into account the best interests of the employees as
well as the business.
The leader explains most decisions to the employees and ensures
that their social and leisure needs are always met.
This can help balance out the lack of worker motivation caused by
an autocratic management style.
Communication is again generally downward, but feedback to the
management is encouraged to maintain morale.
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Styles of management ...
3. Democratic
The manager allows the employees to take part in decision-
making: therefore everything is agreed by the majority.
The communication is extensive in both directions.
This style can be particularly useful when complex decisions
need to be made that require a range of specialist skills.
Example: when a new ICT system needs to be put in place and
the management of the business is computer-illiterate.
4. Laissez-faire
The leader's role is peripheral and staff manage their own areas
of the business.
The leader therefore evades the duties of management and
uncoordinated delegation occurs.
The communication in this style is horizontal, meaning that it is
equal in both directions, however very little communication
occurs in comparison with other styles.
The style brings out the best in highly professional and creative
groups of employees.
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Description Advantages Disadvantages
Autocratic
Senior managers take all the important decisions with no involvement from workers
Quick decision making Effective when employing many low skilled workers
No two-way communication so can be de-motivating Creates “them and us” attitude between managers and workers
Paternalistic
Managers make decisions in best interests of workers after consultation
More two-way communication so motivating Workers feel their social needs are being met
Slows down decision making Still quite a dictatorial or autocratic style of management
Democratic
Workers allowed to make own decisions. Some businesses run on the basis of majority decisions
Authority is delegated to workers which is motivating Useful when complex decisions are required that need specialist skills
Mistakes or errors can be made if workers are not skilled or experienced enough
London College of Management Studies
Figure(): Summary of management styles
www.tutor2u.net
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Activity:
Select any one of them, what will be its impact on the middle
manager’s need to work with others
How to equip managers to cope with new changes?
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A PDP addresses middle manager’s needs
Managerial skills:
The need of the organization and business requires the
different skills in the managers in order to handle the business
environment and to make it successful in the market.
The demand jobs skills of today managers are:
• intuitiveness,
• work under pressure
• manage the people
• conflict management
• crises management
• motivate the people under their supervision.
Katz theory of managerial skills:
• Conceptual skill (Top Manager)
• Interpersonal skill (Middle Manager)
• Technical skill (Lower Manager)
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A PDP addresses middle manager’s needs ...
Managerial skills ...
Conceptual skill (Top Manager)
• Top manager needs to have more conceptual skill than technical
skill.
• They have to think about the future of the company (goal and
objectives).
Interpersonal skill (Middle Manager)
• Middle manager is doing more in the interpersonal skill.
• They have to meet many people, so they need interpersonal skill to
communicate with people.
• Example : negotiators.
Technical skill (Lower Manager)
• The Lower manager need technical skill in their job.
• The lower manager are dealing with small activities that may lead to
achieve the goal and objectives.
These 3 managers must have a good relationship with each
other, so that the objective and goal can be achieved.
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A PDP addresses middle manager’s needs ...
Activity:
Based on your last week assignment and today’s discussion,
construct a personal development plan that addresses the
middle manager’s short and long term needs.
To construct a PDP, you need to answer the following
questions:
• Where am I now?
• Where do I want to be?
• How can I get there?
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A PDP addresses middle manager’s needs ...
Objectives
What do I want to be
able to do or do better?
Success criteria
How will I recognise
success? How will I
review and measure
my improvement?
Actions
What methods will I
use to achieve my
learning objectives?
Implementation
How will I practise and
apply what I learn?
London College of Management Studies
Table (1): Personal Development Plan
Source: www.aua.ac.uk/professional_development/
Reference: Figure 1.4, page 31
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FRAMED goals
Your personal goals in PDP should be FRAMED
F - Focused – clear, unambiguous, what you intend to achieve
R – Resourced – you have funds, equipments, tools, people
A – Agreed – Any necessary permission, authority
M – Measured – you are clear about the measures you will use
to confirm when you have succeeded
E – Expertised – you have the experience, skills, knowledge
D – Dated – you know when you will start and finish
Reference: Page 37
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Further reading:
www.tutor2u.net
www.learnmanagement2.com
http://www.performanceandstrategy.com/articles-of-
interest/middle-managers
http://www.bcg.de/images/file52425.pdf
http://www.aua.ac.uk/professional_development/
London College of Management Studies
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