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MAS,[object Object],The Manager’s Code,[object Object],Putting People First,[object Object],Derek Mowbray,[object Object]
MAS,[object Object],Purpose of a Code,[object Object],[object Object]
Reflects the organisation’s purpose, mission, values and principles
Helps to resolve ethical dilemmas,[object Object]
Concern over the attrition rate amongst top managers
Concern over the outcome of staff surveysbullying, harassment, disengagement,[object Object],[object Object],	and presenteeism due to psychological distress,[object Object],[object Object],[object Object]
MAS,[object Object],Approach,[object Object],[object Object],IHM, MiP, RCN, BMA, DoH, BPS, HSE,RCGP, WAG, Health Foundation, Dame Carol Black ,[object Object],[object Object]
To identify the key influences relating to wellbeing and performanceCommitment and trust leading to engagement,[object Object],[object Object],	and achieving the highest quality healthcare,[object Object]
MAS,[object Object],Wellbeing,[object Object],‘If people feel well they perform better than people who feel ill’,[object Object],Idiosyncratic,[object Object],People can feel ill without being diagnosed with illness,[object Object],People can feel well whilst being diagnosed as ill,[object Object]
Performance,[object Object],MAS,[object Object],Level A skills,[object Object],behaviours,[object Object],Level B skills,[object Object],processes,[object Object],Level C skills,[object Object],eclectic experiences,[object Object],Appropriateness,[object Object],Efficacy,[object Object],Effectiveness,[object Object],Efficiency ,[object Object],Skills,[object Object],Knowledge,[object Object],Experience ,[object Object],Deviation,[object Object],Repetition,[object Object],Hesitation ,[object Object],Cultural foundations,[object Object],Purpose,[object Object],Architecture,[object Object],Rules,[object Object],Behaviour ,[object Object],Task ,[object Object]
Skills, knowledge and experience ,[object Object],of managers,[object Object],MAS,[object Object],Level A – the behaviours that build and sustain commitment and trust,[object Object],Level B – the skills to follow processes described by protocol,[object Object],Level C – the eclectic skills, knowledge and experience needed ,[object Object],to address any issue at any time of any complexity,[object Object]
Threats to wellbeing and performance,[object Object],MAS,[object Object],Secondary,[object Object],Threat,[object Object],Culture,[object Object],Organisations,[object Object],Change,[object Object],Mergers,[object Object],Acquisitions,[object Object],Collapse,[object Object],Growth and expansion,[object Object],Downsizing,[object Object],Loss and bereavement ,[object Object],‘Rules’,[object Object],Structure,[object Object],Ambiguity,[object Object],Accidents,[object Object],Illness ,[object Object],Tertiary,[object Object],Threat,[object Object],Conflict,[object Object],Harassment,[object Object],Bullying,[object Object],Discrimination,[object Object],Autocratic leadership,[object Object],Intimidation,[object Object],Insecurity,[object Object],Lack of personal control,[object Object],Job insecurity,[object Object],Fear,[object Object],Poor performance,[object Object],Isolation,[object Object],Excess demands,[object Object],Boredom,[object Object],Impact,[object Object],Increased costs,[object Object],Under performance,[object Object],High sickness and absence,[object Object],High staff turnover,[object Object],Reduced profits,[object Object],Poor quality,[object Object],Lower market share,[object Object],Recruitment difficulties,[object Object],Negativity ,[object Object],Primary,[object Object],threat ,[object Object],Leaders,[object Object],Managers,[object Object],People,[object Object]
MAS,[object Object],The Iceberg Effect or Presenteeism,[object Object],sickness absence/staff turnover,[object Object],occupational health services,[object Object],employee assistance programmes,[object Object],procedures,[object Object],policies,[object Object],M I S E R Y,[object Object],trapped,[object Object],bereavement,[object Object],discrimination,[object Object],Low performance,[object Object],harassment,[object Object],exhaustion,[object Object],rigid working practices,[object Object],rotten culture,[object Object],boredom,[object Object],poor relationships,[object Object],no involvement,[object Object],heavy workload,[object Object],change,[object Object],bullying,[object Object],fear,[object Object]
MAS,[object Object],Costs,[object Object],Costs of ‘The Iceberg Effect’,[object Object],as a proportion of total costs,[object Object],attributable to,[object Object],Psychological distress at work,[object Object],32%,[object Object],Sickness absence,[object Object],10%,[object Object],Staff turnover,[object Object]
The X-Factor in wellbeing and performance,[object Object],MAS,[object Object],The XABC formula,[object Object],X = conteXt,[object Object],A = activating event,[object Object],(within the cultural context of the organisation),[object Object],B = thoughts, emotions and behaviours,[object Object],(reaction to activating event),[object Object],C = consequential outcome,[object Object],(the manifested response to an event),[object Object]
The Manager’s role,[object Object],MAS,[object Object],To manage their own organisation,[object Object],To manage people,[object Object],To manage services,[object Object]
MAS,[object Object],Characteristics of a Positive Work Culture,[object Object],[object Object]
an atmosphere of confidence, where all the staff are interested in each other, support each other, and project this confidence towards clients and customers.
staff who behave respectfully towards each other, value each other’s views and opinions, work in teams which are places of mutual support, where anything is debated without a hint of humiliation, where the critique of individual and team work is welcomed, discussed and where lessons are learnt and implemented.
staff who ‘go the extra mile’ by providing unsolicited ideas, thoughts, stimulus to each other, and where their interest in their customers offers something more than is expected, beyond courtesy, and beyond service, offering attentiveness and personal interest.
challenges for their staff, that provide opportunities for personal development through new experiences, and which treat everyone with fairness and understanding.
staff who are personally driven towards organisation and personal success - intellectually, financially, socially and emotionally.,[object Object]
Building a Positive Work Culture,[object Object],-managing the organisation,[object Object],MAS,[object Object]
Positive Work Culture,[object Object],- managing the organisation,[object Object],MAS,[object Object],Purpose,[object Object],The ‘big idea’,[object Object],Architecture,[object Object],Structure ,[object Object],Manager-employee ,[object Object],relationship,[object Object],Building and sustaining,[object Object],a,[object Object],Positive Work Culture,[object Object],Manager ,[object Object],encouragement,[object Object],Rules of the game,[object Object],Job,[object Object],Career opportunity,[object Object],Citizenship,[object Object],Training and development,[object Object],Team work,[object Object],Work life balance,[object Object],How to play the game,[object Object]
Personal attributes and,[object Object], behaviours – managing people,[object Object],MAS,[object Object],Behaviours,[object Object],Attentiveness,[object Object],Politeness,[object Object],Courtesy,[object Object],Personal communication,[object Object],Body language,[object Object],Addressing needs,[object Object],Empathetic,[object Object],Intellectual flexibility,[object Object],Emotional intelligence,[object Object],Negotiation,[object Object],Sharing,[object Object],Reliability,[object Object],Honesty ,[object Object],Clarity,[object Object],Fairness,[object Object],Humility,[object Object],Conflict resolution,[object Object],Encourage contribution,[object Object],Personal attributes,[object Object],Attentiveness,[object Object],Trustworthiness,[object Object],Demonstrate wisdom,[object Object],Assertive,[object Object],Intelligence with humour,[object Object],Passion,[object Object],Direction with committed ,[object Object],ambition,[object Object],Address individual needs,[object Object],Nurture ,[object Object],People,[object Object],Leaders,[object Object],Managers,[object Object],Engagement,[object Object],Commitment,[object Object],Trust,[object Object],Resilience,[object Object],Tolerance ,[object Object]
Manager behaviours,[object Object],- managing people,[object Object],MAS,[object Object],Attentiveness,[object Object],Behaviours that promote,[object Object],commitment, trust,[object Object],and,[object Object],engagement,[object Object],Intellectual,[object Object],flexibility,[object Object],Encouragement ,[object Object],Conflict ,[object Object],resolution,[object Object],Reliability,[object Object]

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