1. Level 5 Award in Leadership and
Management Skills
Day 1
Bev Gilder
2. Aims for the course
• Understanding the management role to
improve management performance
• Assessing your own leadership capability and
performance
3. 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
4. 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 !
5. 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
6. 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
7. 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
8.
9. 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 !!
13. 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.
15. Management v Leadership- exercise
Think about what you do…..
• Each day
• Each week
• Each month
• Maybe once a year
16. 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
17. 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
18. Management Leadership Spectrum
Management: 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
22. Henry Mintzberg
The 10 Roles of Management –
INTERPERSONAL
Figurehead
Leader
Liaison INFORMATIONAL
Monitor
Disseminator
Spokesperson
DECISIONAL
Entrepreneur
Disturbance handler
Resource allocator
Negotiator
23. 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
25. 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
28. 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.
29. 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?
30. 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 ??
31. 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
32. From Vision to Goals
Leader
Level
Administrative
level
Operating
Level
Detail Time
horizon
Low Next 3 or
5 years
Next
week
High
33. 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?
34. 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?
35. 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
38. Kodak Mission statement
We 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.
39. 6 Values are….
• Respect for the dignity of the individual
• Uncompromising integrity
• Trust
• Credibility
• Continuous improvement and personal
renewal
• Recognition and celebration
40. 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
41. The Waitrose way
• Championing British produce
• Treading lightly
• Treating people fairly
• Living well
42. 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
44. Difference between a goal and
objective
G
O
A
L
Objective
Objective
Objective
Objective
Understanding the management role a.c 1.1
45. Goals and Objectives
Goals 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?
46. 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
48. 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)
50. 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.
51. 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
52. For Next Session
• Complete Professional course starting survey
https://www.surveymonkey.co.uk/r/Professional
coursesstartingsurve
• 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 ?
Notas del editor
What are the roles of a manager?
What are the roles of a leader?
definition
The vision is a concise summary of where you see your business, organisation or workplace in five to ten years time.
(Baguly, Can you see where we’re going? 2010, reproduced CMI)
Where are we now?
Where do we want to be?
How are we going to get there?
Think about the vision of the current strategy?
A Mission Statement is a formal short written statement of the purpose of the organisation. It should guide the actions of the organisation, spell out its overall goal, provide a sense of direction and guide decision making
(wikki Nov 2009)
Guess the mission statement
If you were devising the mission for your area, what would it be?
