LEADERSHIP AND MANAGEMENT Flashcards
What Does a Manager Do?
identifying how their team will meet targets.
* identifying the skill and physical resources which will be needed.
* allocating budgets to activities.
* reviewing progress against targets and taking remedial action if necessary.
* identifying solutions to technical problems.
* where change is to be introduced, having effective plans in place which identify the parts of the
organisation affected and allocating resources to ensure smooth implementation
Organising:
determining what activities are needed for the achievement of plans.
* ensuring that effective procedures and work instructions are in place for staff to follow.
* ensuring that all staff have the equipment, information, skills and training to do the job.
Controlling:
identifying the type of record systems needed.
* taking corrective action when needed.
* controlling daily activities, but not too tightly.
* budgetary control to ensure that overspending does not occur.
* team briefings and controlling the work of staff
. A useful pneumonic to use when going through the brief is SMEAC.
Situation - What is the issue that needs working on?
o Mission - What needs to be done in order to achieve the desired outcome?
o Execution – How is the desired outcome going to be achieved?
o Ask Questions – Has the employee got any questions regarding the brief?
o Confirm - Ensure that the employee is clear about the work that is allocated and confirm
understanding
Delegation
Delegation is the handing over of tasks to appropriate subordinates, whilst still retaining overall
responsibility for the work which is produced
Effective Team Briefings
enable managers and team leaders to provide technical information to staff or pass on
information from higher up the organisation.
* enable managers to explain ‘customer’ requirements.
* enable managers to share the what, why, how, when and who.
* enable a manager to identify the expected work and behaviour standards.
* enable a manager to explain what needs to be done and why it needs to be d
Barriers to effective communications
emotional state of the receiver, especially if there are poor working relationships.
* distrust, if the receiver has reason to mistrust the sender/ grapevine rumours.
* employees perceiving that communication is always ’one way’ and that they do not have the
opportunity to express their views or give feedback.
* using the wrong channel and location. This can occur when information is given verbally, which
would have been better written down.
Downwards communication
staff meetings and team briefings.
* one-to-one conversations to provide advice and guidance.
* briefing notes to reinforce the message.
* staff meetings.
* organisation-wide communication systems,
Upward communication
joint consultative committees which consult staff on issues.
* trade union representatives expressing the views of trade union members.
* attitude surveys that seek employee views through the use of questionnaires,
Characteristics of transformational leaders
Have a visible commitment to excellence, by setting high standards for themselves and others.
* Combine humility with self-confidence.
* Understand that they cannot achieve things without the cooperation of others.
* Enthusiasm and they encourage staff to come up with new ideas.
* Promote new ways of working.
* Encourage experimentation/innovation.
* Are prepared to take judicious risks.
* Create a vision about the future which staff can ‘buy into’.
* Realise that they cannot achieve the vision on their own so enlist the support and involvement
of others
Other important qualities
Helping people understand they are greater collectively than individually.
* Understanding that collaboration means better decisions.
* Encouraging staff to appreciate each other.
* Recognising the different skills which people have.
Showing concern
Sensitivity to individuals’ needs and aspirations.
* Warmth, humanity and taking seriously the welfare of others.
* Using an understanding of what motivates individuals to achieve goals.
* Sustaining individuals’ efforts by demonstrating a genuine interest in them and what they do
Enabling
Empowering individuals by trusting them to make decisions and take initiative.
* Empowering individuals by encouraging them to use discretion in how they perform their job.
* Encouraging individuals to take on leadership responsibilities whenever the situation allows
Being accessible
Making staff feel able to discuss problems with their line manager.
* Promoting face-to-face rather than indirect communication.
Emotionally intelligent
Being aware of the effect their behaviour can have on others, and controlling negative moods and
emotions.
* Understanding that they can be a negative or positive role model for those below them who may
‘boss watch’ and mimic behaviour
Encouraging the acceptance of change
Developing a climate in which individuals are encouraged to think about how they can improve
the organisation/department and/or the service provided.
* Encouraging individuals to think of new approaches/solutions to problems they encounter
Developing a learning culture/learning organisation
Develops a shared vision which everyone can ‘sign up to’.
* Understands that a learning culture cannot be built overnight.
* Thinks about the skills the organisation will need to face up to challenges.
* Promotes an open culture which promotes trust.
* Provides a supportive learning environment
Decision making style
Tells Sells Explains Offers Consults Shares Delegates
