Level 5 Award in Leadership and Management Skills

Day 1Bev Gilder

Aims for the course

• Understanding the management role to improve management performance

• Assessing your own leadership capability and performance

How it all works ?• Institute of Leadership & Management• Candidate handbook on Memory Stick• Workshop programmes• Assignments• Assessment feedback • Support and guidance• Appeals procedure• Equal opportunities

Assignments • Both assignments are due on 29th June 2016

• Submit in email to - workdev@westherts.ac.uk

• Please complete the learner declaration ( on stick) for each assignment and send with your assignment

• The worksheets are designed to support the assignments- please complete as you go !

Objectives for today … to • Get to know each other • Identify your Personal Learning Style• Recognise characteristics and attributes of a

leadership and management• Define what ‘management’ is• Begin to look at management models and

identify management responsibilities• Understand organisational vision, mission,

values, goals; and objectives

What you will learn• Theory of leadership • Practical applications to inspire you and your team• How to devise your personal and professional

development plan and identify next steps• How to develop relationships with key stakeholders • How to manage and implement change • A better understanding of the management role • How to be really effective across all your

management and leadership activities

What to expect ….

• Interactive workshops • Peer and tutor support• Coaching and mentoring • 4 days of interactive workshops • Resources from WHC on the memory stick• 2 written assignments• Guidance and resources to help you write your assignments

well.• Membership of ILM with access to resources

Getting to Know You…

• Chat to the another person and find out a little about them e.g.

• What they do ?• How many people in their team- what do they

do?• Who do they report to ?• Why they are on the course• What are their management challenges ?• Passions – interests etc !!

Learning Styles Activity

• Complete Honey and Mumford 1986 – Learning Style Questionnaire

How people learn?• Everyone has a learning preference• Your team members learning style may not be the

same as yours !!• Knowing how you learn will help you use your time

wisely.• Personal and work skills development is ongoing.• Your responsibility…• …… but its ok to ask for help.

Activity –Management and Leadership –

what is the difference?

Management v Leadership- exercise Think about what you do…..• Each day• Each week• Each month• Maybe once a year

What is Leadership?

The capacity to establish direction, to influence and align others towards a common aim, to motivate and commit others to action, and to encourage them to feel responsible for their performance

CMI Checklist 041 October 2008

What is Management?

Management is about the day-to-day running of a function and getting the right people in the right place, with a focus upon implementation.

CMI Checklist 041 October 2008

Management Leadership SpectrumManagement: makes systems of people and technology work well day after day, week after week, year after year

o Planning & budgeting o Organizing and staffing o Controlling & problem solving o Taking complex systems of people

and technology and making them run efficiently and effectively, hour after hour, day after day

Leadership: creates the systems that managers manage and changes them in fundamental ways to take advantage of opportunities and to avoid hazards

o Creating vision & strategy o Communicating & Setting

direction o Motivating action o Aligning people o Creating systems that managers

can manage and transforming them when needed to allow for growth, evolution, opportunities and hazard avoidance

Kotter

Responsibilities of a Manager… some thinkers …

Henri Fayol - 6 Functions of Management

Henry Mintzberg - Roles of management

Henry MintzbergThe 10 Roles of Management –

INTERPERSONAL Figurehead Leader Liaison INFORMATIONAL

Monitor Disseminator Spokesperson

DECISIONAL Entrepreneur Disturbance handler Resource allocator Negotiator

Activity- Responsibilities of Managers • In pairs • Discuss and describe using the Mintzberg and

Fayol handouts how your management role relates to the 10 management roles and to the 6 management functions.

• You can also use your list of what you do.• You can use the worksheet now or …• Complete afterwards

Understanding the management role AC1.2

Organisation Strategy / Mission / Vision / Goals / Values and Objectives

Strategy

Strategy is defined as the long term direction of an organisation.

Stakeholders are individuals or groups that may help or hinder you in achieving your strategy

Power v Interest ?

Why analyse stake holder power and interest … ??• The opinions of the most

powerful can influence what you do

• Involvement at all times makes it likely they will support you

• Likely to improve the quality of your work or changes

• Can help you with resources e.g change or projects

• Communicating well and frequently develops relationships

• Helps you prioritise and helps with time management challenges

• Keeps you focussed on what's really important about what you do.

Exercise – review who your stakeholders are….• Who are affected by your work ?• Who has influence or power over it ?• Who has an interest in its successful or

unsuccessful conclusion.?• … and who are the people in these groups

who are really key contacts and how do you want to communicate with them?

Other considerations…• What financial or emotional

interest do they have in the your work? Positive or negative?

• What motivates them ?• What information do they

want from you?• What is their current

opinion of your work? • How do they want to

receive information from you? What is the best way of communicating your message to them?

• Who influences their opinions generally, and who influences their opinion of you?

• Are these influencers stakeholders too ?

• If you can’t meet their needs or expectations how will you influence or negotiate with them?

• Have you talked to them ??

Avoid …. please• Assuming you know what the stakeholders are

thinking• Trading the interests of one group off against

another• Ignoring the concerns of stakeholder groups

that are critical to the organisation e.g. customers

• Neglecting the interests of important stakeholders

From Vision to Goals

Leader Level

Administrative level

Operating Level

Detail Time horizon

Low Next 3 or 5 years

Next week

High

Vision• In the future what does the organisation want

to create ?• An aspiration that will enthuse, gain

commitment and stretch performance. • Vision relates to goals.• What do we want to achieve?• If we were sitting here in 20 years, what do we

want to have created or achieved?

Mission statement

• Gives clarity about what the organisation is fundamentally there to do.

• Mission relates to goals. • What business are we in?• Why do we do this?• How do we make a difference?

Values

• Communicates the underlying and enduring core principles that guide an organisation’s strategy

• Define the way the organisation should operate.

• Values are not dependent on circumstances

Some examples …..

Kodak Vision

To be the World Leader in Imaging

Kodak Mission statementWe will build a world-class, results-oriented, diverse culture based on our six key values, through which we will grow more rapidly than our competitors by providing our customers and consumers with solutions to capture, store, process, output, recognize and celebrate achievement and communicate their images to people and machines anywhere, anyplace, and anytime.

We will derive our competitive advantage by offering our customers and consumers differentiated, cost-effective solutions they want, when they want, and with flawless quality in our consumables, hardware, systems, and services.

In this way, we will achieve our fundamental objective of Total Customer Satisfaction and our consequent goals of Increased Global Market Share and Superior Financial Performance.

6 Values are….

• Respect for the dignity of the individual• Uncompromising integrity• Trust• Credibility• Continuous improvement and personal

renewal• Recognition and celebration

John Lewis – for example The Seven Principles

• Purpose – happiness of members• Power shared• Profit • Members mutual respect, courtesy and

equality• Customers dealt with honesty• Business relationships conducted with integrity• Contribution to wellbeing of the community

The Waitrose way

• Championing British produce• Treading lightly• Treating people fairly• Living well

Business objectives

• Partners should gain personal satisfaction by being in a co-owned company

• Jobs to be worthwhile, secure and fulfilling• Recruit and retain loyal customers• Value, choice, service and honesty• Make profit to allow development and

distribution of profits to Partners

Overview of objectives

GOAL

Corporate objective

Departmental objectives

Difference between a goal and objective

G

O

A

L

Objective

Objective

Objective

Objective

Understanding the management role a.c 1.1

Goals and ObjectivesGoals can be contained within the mission and the vision or can be stated explicitly.

Objectives are more precise and are ideally quantifiable statements of the organisation's goals over a period of time (short/medium/long term).What do we have to achieve in the coming period?

Departmental Objectives

• Underpin the organisations main objectives • Aligned to achieving the long term goals.• Departmental objectives should be SMART

and align all functions to organisational goals

All objectives …..

Activity… in same group

• Discuss and note - how your specific responsibilities as a manager contribute to your organisation achieving its goals?

• Refer to your management activities list.• Complete the worksheet afterwards

(MA.C1.2)

Assignment writing

Some thoughts on assignment writing….• Always refer to the specification, indicative content and our

mark sheet – all on the stick.• Answer each section separately putting the criteria number

and title of that part.• Read everything carefully – if it says give two examples of

each … !!• Harvard referencing – see stick• Other sources of info you find must be referenced.• Plagiarism !!!• Always do the learner statement for each assignment • The worksheets will help you collect your ideas.

Assignments – Submission dates• Submission dates:

Assignment 1 – Management – Friday 29/6/16

Assignment 2 – Leadership – Friday 29/6/16

• Submit in email to - workdev@westherts.ac.uk• Please complete the learner declaration ( on stick)

for each assignment and send with your assignment

For Next Session• Complete Professional course starting surveyhttps://www.surveymonkey.co.uk/r/Professionalcoursesstartingsurve• Complete Day 1 worksheet. • Bring your learning styles results next time • Complete the personal competence quiz on ( stick)• How will this affect your personal

development planning ?