...Developing and leading teams to achieve organisational goals and objectives Understand the importance of leading teams to achieve organisational goals and objectives Assess the effectiveness of own organisation in measuring team performance against organisation goals and objectives In this section I will be assessing how the University and the Estates Office measure team performance against goals and objectives. In my opinion the university at times struggles to measure team performance against its goals and objectives as I believe that the objectives are too vague and are not always fully understood by the people who are meant to be achieving them. A lot of this I believe is down to the size of the university and the very distinct differences between the academic and non-academic departments. At times, the objectives of one department and another conflict while they are trying to achieve the same goal. All of this makes measuring team performance difficult. There is also a lot of different roles around the university, some of which I believe would be difficult to manage performance as there aren’t targets against which you could manage. Two vastly different roles but both with similar issues regarding giving targets to are a maintenance person (Electrican, Plumber etc) – the target you could give them is to complete a certain numbers of jobs in a day, but this gives the issue of how you assign times to a job and if a job is going to take longer how you adjust the target...
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...Ilm level 5 certificate in leadership and management Table of Content: 1. Introduction 2. My current Job role 3. Prevailing Styles of Leadership 3.1 Company structure 3.2 MD Leadership style and role 3.3 Senior management leadership role 3.4 Middle management leadership style 4. Analysing my own role in Tesab 5. Reflective statement 6. Bibliography In this report I will review the prevailing leadership styles in my organisation. I review the prevailing leadership styles in my organisation ,Tesab. I will assess the impact of these styles on the organisations values and performance. The company I am employed by is Tesab Eng. We are based in Omagh Co.Tyrone N Ireland we are a medium size engineering firm. The company was set-up almost 25 years ago. We have growth from a small to medium size company in this period of time. Our company ethos is to be trustworthy and reliability is core to our reputation. Although the company does not have an official mission statement, we do state on our website that our products are “Heavy Duty, Built to Last.” This is a strong statement, which goes to the very core of who we are and how we do things. Our company prides itself on being flexible, responsive, forward thinking and innovative. We manufacture................................ WE deliver.............................. We must........................................ My role at Tesab is: Spare Parts/ Service Manager (unofficial: purchasing parts...
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...Table of Content Question No. Page No. 1.1 3 1.2 5 1.3 6 4.1 12 Reference 15 Bibliography 17 1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture...
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...1.1 Comparison of the Organisational Structure and Culture Syngenta is a highly innovative diversified company in a very competitive market whose organisational structure the matrix, has been adopted to fit snugly with the goals and objectives of the company (The Times 100, 2000). In an effort to remain competitive the complexity of the matrix structure which combines more than one organisational structure allows the company to fully utilize the expertise of its human resource through the formation of teams for maximum effectiveness through creative development (eHow.com, 2012) and this is done through the Directors priority to continually implement and improve the company’s “Corporate Governance” (Syngenta’s Annual Report, 2010). The culture of an organisation is dependent on the structure adopted by the organisation. The culture is developed through the leadership or management style, values, socialization, rites etc. The culture feeds the bloodline (structure) of any organisation and the proper development and alignment of same is crucial in the success of any organisation (Howard, 2007). Syngenta’s culture is a mixture of task and person which speaks to the goals of the organisation; therefore it fits well with the structure. The task culture encourages teamwork, problem solving and creativity through the expertise of its members whereas the person culture encourages the development of leadership and other management skills which act as a motivator for employees. ...
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...UNIT 7: THE DEVELOPING MANAGER Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand principles and practices of management behaviour Management theory and styles: assumptions and drawbacks, classical theories, main contributors, the influence of informal groups, hierarchy of needs, systems approach to management, contingency approach, leading authorities Leadership characteristics: styles eg autocratic, democratic, laissez-faire, action-orientated; motivation theories, factors affecting motivation and performance, motivation techniques, effectiveness; conflict resolution; the role of partnerships and stakeholders in the business Communication: communications processes, verbal, written, non-verbal; lines of communication, linear, lateral, formal/informal; barriers to effective communication Organisational culture and change: types of organisational structure and culture; factors influencing changes in culture; types of change eg demographic, economic, legislative; planned change theory; managing and measuring the effectiveness of change; sources and types of power; change drivers LO2 Be able to review own potential as a prospective manager Self-knowledge and appraisal: skills audit eg management skills, leadership skills, practical/technical skills, personal skills (eg interpersonal/motivational/communication skills), organising and planning skills cognitive and creative skills; qualifications (current/planned), strengths and weaknesses analysis;...
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...But for this very reason, it is complex and capable of being misunderstood. In their CIPD textbook, Armstrong and Baron1 define performance management as ‘a process which contributes to the effective management of individuals and teams in order to achieve high levels of organisational performance. As such, it establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure that it is achieved.’ They stress that performance management is ‘a strategy which relates to every activity of the organisation set in the context of its human resource policies, culture, style and communications systems. The nature of the strategy depends on the organisational context and can vary from organisation to organisation.' In other words performance management should be: • Strategic – it is about broad issues and long-term goals. • Integrated – it should link various aspects of the business, people management, individuals and teams. Performance management should incorporate: • Performance improvement - throughout the organisation, in respect of individual, team and organisational effectiveness • Development - unless there is continuous development of individuals and teams, performance will not improve • Managing behaviour - ensuring that individuals are encouraged to behave in a way that allows and fosters better working relationships. At its best, performance management is a tool to ensure...
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...BUSM 4194 Leading for Change (Singapore semester 3, 2013) Exam Case study Yarra Valley Water: Learning and change for sustainability By PATRICK CRITTENDEN, SUZANNE BENN AND DEXTER DUNPHY Introduction Yarra Valley Water (YVW) is widely recognised in Australia as a leader in corporate sustainability. The Victorian Government-owned water utility delivers water and sewerage services to over 1.6 million people in the northern and eastern suburbs of Melbourne. Its operating licence covers over 4000 square kilometres and it maintains a distribution network comprising over 16,000 kilometres of water and sewerage pipes. Operational challenges include the maintenance of ageing water and sewage infrastructure in established areas and the development of new infrastructure in the rapidly expanding northern suburbs of Melbourne. The organisation's capability and commitment to delivering sustainability outcomes has been demonstrated at a practical level through the implementation of innovative projects. Its contribution as a leader has been recognised through public sustainability awards at state, national and international levels. YVW's ability to consistently deliver innovative projects and to demonstrate sustainability leadership in the water industry is the outcome of a decade-long focus on organisational learning and change. This case study describes three inter-related aspects of YVW's approach: 1. Organisational culture. Since 2001, YVW have been implementing...
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...situation: 3 Task 1 4 Setting Performance Targets of Team to Meet Strategic Objectives 4 1.1 Evaluating Tools and Techniques Available To Set Team , Performance Targets: 4 1.2 Assessing the value of team performance tools to measure future , team performance: 5 1.3 Assessing the Link between Team Performance and Strategic Objectives: 6 Task 2 6 Agreeing team performance targets to contribute in meeting strategic objectives 6 2.1Need to encourage individual commitment to team performance in achieving organisational objectives: 6 2.2 Evaluating team performance plan evaluation in meeting organisational objectives: 8 2.3 Relating the application of delegation, mentoring and coaching to the achievement of the organisational objectives: 8 2.4 Required performance targets within teams against current performance: 9 Task 3 9 Monitoring actions and activities defined to improve team performance 9 3.1 Evaluation of team performance against agreed objectives of the plan: 9 3.2 Evaluating the impact of team performance in contributing to meeting strategic objectives: 10 3.3 Assessing the process for monitoring team performance and initiating changes: 11 Task 4 12 Contribution of influence and persuasion to team dynamics 12 4.1 Impact of individual dynamics, interests and organisational politics on securing commitment to action: 12 4...
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...management of individuals and teams in order to achieve high levels of organisational performance’ ‘Establishes shared understanding about what is to be achieved and an approach to leading and developing people which will ensure it is achieved’ Armstrong and Baron (2005: 2) Top management need to focus on creating a high-performance culture (Armstrong, 2006) Features and Concerns of Performance Management (Armstrong, 2006) Aims – performance improvement and personal development Strategic – concerned with how well the business functions in the longer term and with the creation of a culture of performance and continuous development Integrated – aligns individual goals and values with corporate goals and values Focus – on outcomes (results) and inputs (competencies) Management of expectations – helps individuals to understand their roles and what they are expected to achieve in terms of both outcomes and competency levels Measurement, feedback and review – concerned with measuring performance (‘if you can’t measure it you can’t manage it’), feedback to individuals (self-generated or provided by their manager) and the review of outcomes as a basis for planning action Dialogue – concerned with creating a climate in which a dialogue takes place between managers and individuals to define expectations, discuss outcomes, and agree development plans in order to achieve mutual understanding of what is to be achieved and developing people to ensure that it...
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...who work along and coordinate their actions to achieve a certain objective. The objective is what people try to accomplish as members of the organisation. For example improving business, promote a worthy cause, achieving power and status, acquiring work experience, and so on. The goals are what the organisation as an entire is attempting to accomplish (providing innovative product and services that customers want; obtaining candidates elected; raising cash for medial research; creating a profit to reward stockholders, managers, and employees; and being socially responsible and protective the natural environment). An effective organisation is one that achieves its goals (George and Jones, 2014, P.5). Since organisations exist to accomplish goals, the management should outline those goals and therefore provide the means that for achieving them. Planning, under the elements of management, is about identifying an organisation’s goals, establishing an overall strategy for achieving those goals, and developing a thorough set of plans to combine and organise activities. Managers are also obligated to develop an organisation’s infrastructure. This is called organising. It includes deciding what tasks should to be done, who should carry out the tasks, how the tasks are to be completed, and who reports to whom. Every organisation contains people, and it is the management’s job to manage and coordinate the people. This is called leading. Once managers encourage staff, direct their activities...
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...performances and also developing the capabilities of teams and individuals. Currently at work performance management appraisal (PMA) is carried out on a quarterly basis and is a conversation carried out by a line manager and an employee, it is aimed at improving the effectiveness and capability of an employee through development. It is aimed at personnel who want to achieve excellence in their respective fields and want to acquire more skills and knowledge, which will assist in the achievement of personal and professional development goals. Performance management serves as an important tool for realizing organisational goals by implementing competitive HRM strategies. It helps in aligning and integrating the objectives of the company with the key performance indicators (KPI’s) in an organisation across all job categories and levels. This helps in driving all the employees right from the bottom level towards one single goal. Performance management is an important driver in most companies today and is regarded as the tool to use to ensure that the people working for them will deliver the agreed contract and objectives which were set mutually. This study will reveal the importance of a well managed, performance management system by conducting a critical analysis of the performance management system used and what benefits businesses and employees will derive from it. Each individual has a role to play and management have to ensure that the individual’s objectives translate into overall...
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...Leading Change, Transition & Transformation A Guide for University Staff 1 Contents 1. Purpose of the ‘How To’ Guide………………………………………………….3 2. Who is the Guide For and Why Use it?.........................................................3 3. Understanding Organisational Change…………………………………….….3 • Introduction……………………………………………………………………4 • What is Change Management………………………………………………4 • • • • What are the differences between change and transition? What is transformation? Leading and managing change Why is organisational change difficult to accomplish? 4. Kotter’s Eight-Stage Process for Creating Major Change……………………7 5. Bridge’s Three Phases for Managing Transition ……………………………...9 6. The Project Management Approach to Change Projects…………………...11 7. Managing Performance During Times of Change……………………..….…19 8. Further Reading…………………………………………………………….……20 2 PURPOSE OF THE ‘HOW TO’ GUIDE The purpose of this guide and accompanying online resources is to provide University staff with an overview of ‘best practice’ change management methodologies, research, readings and guiding pro formas. This guide does not attempt to reproduce the many informative texts written on change management, transition and transformation. The follow-up reading is also strongly advised as it informs much of the change management and transition processes undertaken in the University of Adelaide. The guide identifies the differences between managing the process of change and leading people through...
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...balance scorecard as an important part of the performance system in recent years. DHL China, the subsidiary company of DHL, was established in 1986 in China. It developed its own performance system to fit the specific environment of China, and accepted the balanced scorecard system as well. The performance management system of DHL China is analysed in this assignment, mainly from the above phase: whether the system well achieved the goal of performance management system; evaluate the balanced scorecard model of DHL China; and the perceived strengths and problems of it. Introduction of Performance Management In order to analysis the performance management practice of a company, a clear understanding of the aims and approaches of performance management is necessary. Therefore, it is important to be clear about what is meant by performance management to understand it more fully. Hendry et al. (1997) define performance management as: A systematic approach to improving individual and team performance in order to achieve organisational goals ... the approach you take should depend on your organisation: its culture, its relationship with employees and the types of job that they do. Armstrong and Baron (2000) defined it as: A strategic and integrated approach to increasing the effectiveness of organizations by...
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...attitudes as assumptions can influence managerial behaviour. McGregor described two distinct set of assumptions about people at work. He believed that these assumptions influence the thinking and attitude of most managers about the people at work. 1|Page Theory X presents a pessimistic or negative view of human nature whereas Theory Y reflects an optimistic or positive view of human behaviour. Theory X lists a set of assumptions which presents a pessimistic view of human nature. The assumptions of Theory X are as follows: 1. The average human being naturally dislikes work and will avoid work, if possible. 2. Since human beings dislike work, they must be coerced, controlled or threatened with punishment to make efforts to achieve objectives. 3. The average human being prefers to be directed....
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...exam paper may be RETAINED by the student EXAM DETAILS Course Code: Course Description: Date of exam: BUSM4177 Leading for Change 04/06/2012 Start time ofexam: 8 09:15 Duration of exam: 2hr 15min Total number of pages (incl. this cover sheet) ALLOWABLE MATERIALS AND INSTRUCTIONS TO CANDIDATES 1. Write your full name and student number on each exam booklet together with the number of exam books used. Students must not write. mark in any way any exam materials, read any other text other than the exam paper or do any calculations during reading time. 2. 3. All mobile phones must be switched off and placed under your desk. You are in breach of exam conditions if it is on your person (ie. pocket). This is a CLOSED BOOK Exam. 4. 5. Commence each question on a new page. Carry out the instructions on the front cover of the exam script book and the front of this exam paper. 6. Calculators are not allowed. 7. 8. 9. This exam comprises 50% of the overall marks available in this course Each question has a Part A (8 marks) and a Part B (7 marks) to give a total of 15 marks. Answer any THREE (3) questions 10. Up to 5 additional 5 marks (in total) may be awarded if there is evidence of critical thinking in your answers. BUSM 4177 Leading for Change Semester 1, 2012 Examination page 1 BUSM 4177 Leading for Change (Melbourne semester 1, 2012) Exam Case study Yarra Valley Water: Learning and change for sustainability By...
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