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MAS Codes of Management Practice

Title

Description

Originator

The MAS
Manager's Code
of Conduct

The aim of the MAS Manager's Code pf Conduct


is to help build and sustain a Positive Work Culture
as the context in which staff thrive, perform at
their optimum, are engaged with their organisation,
are energised to contribute, and derive personal
and professional fulfillment.

Professor Derek
Mowbray

Background
paper to the
Manager's Code
of Conduct

This 19-page paper by Professor Mowbray, which


includes Powerpoint Slides from his recent
Conference presentations, explains the background
ideas and thinking behind the Code.

Professor Derek
Mowbray

The MAS Code


for Ethical
Leadership

Ethical leadership is about the motivation of


people living their leadership lives according to an
internal sense of morality and ethics. The ability to
live these lives without personal distress relies on
an ethically based cultural context.

Professor Derek
Mowbray

The MAS Code


of Conduct for
Psychological
Health and
Wellbeing

The need for a Code relating to psychological


health and wellbeing arises from the widespread
anxiety that issues of psychological distress are not
being taken with the degree of seriousness the
condition deserves. Psychological distress costs
organisations bns per annum in lost
concentration, under-performance, errors and
accidents, diverted management resources,
sickness, absence and staff turnover.

Professor Derek
Mowbray

Manager's Code
adopted by the
IHM for
application to the
management of
the NHS

This Manager's Code of Conduct is referenced in


the report by PriceWaterhouseCoopers on Quality
Assuring NHS Managers, commissioned by the
DoH to explore methods of regulating NHS
managers. The Code of Conduct was initiated by
Professor Derek Mowbray, sponsored by the IHM
and supervised by a group originally chaired by
Dame Carol Black and comprising the principal
professional organisations (IHM, MiP, RCN,
BMA, RCGP) and including the DoH, HSE,
Welsh Assembly Government and The Health
Foundation.

Professor Derek
Mowbray

Prof Derek
Mowbray Narrative at the
Launch of the
IHM Managers
Code

The Application of the IHM Code of Conduct to


the Workplace. Narrative of a talk given to the
Institute of Healthcare Management at its launch of
the Code of Conduct for Managers in Health and
Social Care January 2012

Professor Derek
Mowbray

Leading and Managing for Wellbeing and Performance


Mental Health
and the
Workplace

Poor mental health in the workplace is detrimental


to individuals and businesses. This note from both
Houses of Parliament summarises how the
workplace affects mental health and vice versa. It
describes the barriers to gaining and retaining
employment and looks at ways of tackling mental
health in the workplace and through healthcare

ART

Aiysha Malik in
Post, Houses of
Parliament

services.

15 Tips for
Upping
Performance in
Others

Good managers attract exceptional staff; they make


the organisation a preferred employer; they help to
increase market share and enhance profitability;
they reduce costs. Their staff are engaged,
committed and go the extra mile. They are able to
persuade the workforce to do things they might
otherwise not do without causing a hint of
psychological distress.

Professor Derek
Mowbray

Staff
engagement 16
Tips for
Managers

Strengthening engagement requires a systemic


approach involving the culture that promotes and
reinforces engagement, adaptive and effective
manager behaviours, resilience against adverse
events, and a lifestyle@work that support staff and
helps maintain their health and wellbeing. Here are
16 tips for managers to encourage greater
attachment to the organisation and their work.

Professor Derek
Mowbray

The route to high


level employee
engagement

The antidote to a disengaged workforce is to create


and sustain a healthy organisation where the
workforce feels that personal values align with
those of their employer; where the leadership style
is adaptive; where the manager behaviours are
focused on promoting and sustaining commitment
and trust, and where staff feel the organisation is
facilitating their own resilience in coping with
adverse events. Senior management need to pick up
on the risks and threats, and seek ways to reverse
the potential slide into decline.

Professor Derek
Mowbray

Management
Standards for
Effective
Managers

These management standards provide the


benchmarks to be attained by managers seeking to
be effective in promoting consistent high level
performance from their staff without the costs of
distress.

Professor Derek
Mowbray

Management
Standards for A
Healthy
Organisation

Standards provide something to aim for; they


provide the steps towards a specified aim, in this
case, the achievement of high performance through
strengthening corporate resilience, embedding
wellbeing and high performance into the workplace
culture and preventing stress at work.

Professor Derek
Mowbray

How to define an
employee
wellbeing
strategy

In the first in a series of articles for Occupational


Health magazine, Dr Bridget Juniper, an employee
wellbeing specialist, offers practical advice on how
to develop and deliver effective wellness
initiatives.

Dr Bridget Juniper
writing in
Occupational Health
Magazine

Making the most


of employee
wellbeing
initiatives

Wellbeing specialist Dr Bridget Juniper looks at


how employee wellbeing is an important factor in
organisational performance and how it can be used
to maximum advantage.

Dr Bridget
Juniperwriting in
Occupational Health
Magazine

Who should
manage
employee
wellbeing?

In the third in a series of articles for Occupational


Health magazine, wellbeing specialist Dr Bridget
Juniper considers who should take responsibility
for the development of employee wellbeing within

Dr Bridget Juniper
writing in
Occupational Health
Magazine

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an organisation.

Evidence-based
management Proof of Concept

In the fourth in a series of articles on wellbeing for


Occupational Health magazine, Dr Bridget Juniper
considers considers evidence-based management
and the role it can play in developing an effective
employee wellbeing strategy.

Dr Bridget Juniper
writing in
Occupational Health
Magazine

Engagement
versus wellbeing

Dr Bridget Juniper reveals why employers should


shift their focus from engagement to wellbeing
when investigating efforts to improve workplace
performance.

Dr Bridget Juniper
writing in
Occupational Health
Magazine

Leadership and
Trust 2011

Trust isnt a nice-to-have its an essential


component of effective leadership at all levels.
Trust drives engagement and motivation, and is
therefore criticalin enabling higher organisational
performance. So while any rise in trust levels is
good news, we can see there is still real room for
improvement for CEOs, and line managers in
particular.

Institute of
Leadership and
Management and
Management Today

Compendium Of
OECD Wellbeing Indicators

The ultimate objective of this work is not just


measurement per se, but to strengthen the
evidence-base for policy making. Better measures
of well-being can improve our understanding of the
factors driving societal progress. Better
assessments of countries comparative
performance in various fields can lead to better
strategies to tackle deficiencies.

OECD

Wellbeing and
Performance Action Plan

The implementation of The Wellbeing and


Performance Strategy requires an Action Plan to
embed into the organisation a culture, attitudes and
daily behaviours that result in high levels of
wellbeing amongst all staff (managers and
employees) which, in turn produces the high level
performance dividend that can be measured as
lower sickness absence, staff turnover,
presenteeism and HR/Manager time on conflicts,
disputes, tribunals and other features of
presenteeism.

Professor Derek
Mowbray

Leadership
ebook - 7
Qualities of
Leadership

The Business Link has produced this useful ebook


that sets out to define the essence of leadership.
The have identified 7 key qualities of leadership
that they believe make a great leader - everyone
can work to develop these qualities.

Business Link

Mental Capital
and Wellbeing

Mental Capital and Wellbeing: Making the most of


ourselves in the 21st century. Encouraging and
enabling everyone to realise their potential
throughout their lives will be crucial for our future
prosperity and wellbeing.

Government Office
for Science

How centered
leaders achieve
extraordinary
results

Centered leaders can achieve extraordinary results,


and can thrive at work and in life, by adopting a
leadership model that revolves around finding their
strengths and connecting with others. Five
capabilities are at the heart of centered leadership:

ART

McKinsey Quarterly
- Joanna Barsh,
Josephine Mogelof,
and Caroline Webb

finding meaning in work, converting emotions such


as fear or stress into opportunity, leveraging
connections and community, acting in the face of
risk, and sustaining the energy that is the life force
of change.

Changing
manager
behaviour

There is everything to be gained from manager


behaviour that persuades others to do things they
might otherwise not do without causing
psychological distress. This has the effect of
building trust and commitment which leads to
emotional engagement between the employee and
the manager. This, in turn, aids concentration on
work, and results in improved performance and
productivity through the elimination of
presenteeism.

Professor Derek
Mowbray

Adaptive
Leadership

So vast is the complexity of the world in which


organisations have to survive that a different idea
of leadership is being applied that draws on the
experience and expertise of everyone in an
organisation to contribute to the survival of the
organisation. This is known as Adaptive
Leadership.

Professor Derek
Mowbray

An investigation
into sickness
presence in the
workplace

Spells of absence are arguably the one factor within


absence performance most keenly affected by the
attitude and behaviour of line managers and
employees. As one of the first studies investigating
the links between sickness presence (attending
work when self-perception of health justifies taking
time off) and individual performance, a number of
findings highlight the importance of better
understanding and addressing the issue of sickness
presence.

The Work
Foundation and AXA
PPP Healthcare

Managing poor
performance

Managing poor performance and how to avoid the


set-up-to-fail syndrome. Research has confirmed
that poor performance at work is often the result of
negative behaviour by managers themselves, which
is then mirrored by employees. This is the 'set-upto-fail' syndrome - whereby otherwise effective
managers can inadvertently cause good employees
to fail.

Social Care Institute


for Excellence

Seven steps to a
Happy and
Productive
Workforce

Happy employees are more productive, friendly


and successful at work. This isnt just positive
psychology, its scientific fact. To prove to your
board that good people policies really do make
good business sense, follow these steps to make
your workforce happy.

CIPD

Happy people really do work harder! A team of


economists led by Andrew Oswald, professor of
economics at Warwick Business School, has
produced research showing that happiness raises
productivity,with important implications for
politics and business. The team said We find that
human happiness has large and positive causal

Andrew J. Oswald,
Eugenio Proto and
Daniel Sgroi
Department of
Economics,
University of
Warwick

Happiness and
Productivity

ART

effects on productivity, Positive emotions appear to


invigorate human beings, while negative emotions
have the opposite effect."

Interview in
Director
Magazine with
Gores Chief
Executive Terri
Kelly

Famous for tearing up the management rulebook,


WL Gore operates without bosses in an
environment where trust, freedom and innovation
are prized. Little surprise then that the hi-tech
pioneer's staff are so loyal.A workplace without
managers, where no one tells you what to do and
everybody is expected to voice their opinions may
sound like utopia for employees. But at US
engineering giant WL Gore it has been reality for
more than 50 years.

Director Magazine

Can sickness
absence be
prevented?

How can we change manager behaviour? Its


simple really, common sense ....... but sadly, not
common practice. Its about changing the way we
behave towards each other and using the
behaviours known to reduce psychological distress.
These are behaviours that promote commitment
and trust between people.

Professor Derek
Mowbray

Andrew
Davidson
Interview with
Vineet Nayar

Andrew Davidson of the Sunday Times interviews


Vineet Nayar, the businessman who has
transformed the Indian IT giant HCL by making
employee satisfaction his primary focus. Now he
wants the world to follow suit.

Andrew Davidson,
The Sunday Times

Exceeding
Expectation: the
principles of
outstanding
leadership

Outstanding leaders combine a drive for high


performance with an almost obsessive focus on
people as the means of achieving this. What is
striking is that the research has uncovered clear
differences between good and outstanding
leadership.Well worth a read!

The Work
Foundation

Engaging for
Success

Engaging for Success - enhancing performance


through employee engagement. This report looks at
the evidence and business case for the link between
employee engagement and performance. It covers
the what, why and how of engagement, the
evidence, the barriers and what has to happen to
make engagement work.

A report to
Government by
David MacLeod and
Nita Clarke, Winter
2009

Creating
Engaged
Workforces

Creating an Engaged Workforce a CIPD report


with findings from the Kinston Employee
Engagement Consortium Project. It covers
Employee engagement in the UK, Strategies for
engagement, Engaging different employees along
with Outcomes of engagement and some
interesting case studies.

CIPD

Employee
Engagement - A
review of current
thinking

Engagement can affect employees attitudes,


absence and turnover levels and various studies
have demonstrated links with productivity,
increasingly pointing to a high correlation with
individual, group and organisational performance, a
success measured through the quality of customer
experience and customer loyalty.

Gemma RobertsonSmith and Carl


Markwick

ART

Organisational Wellbeing and Performance and Positive Work Culture


Title

Description

Originator

Mental health and


wellbeing at the
workplace What
psychology tells
us

The workplace is not just a setting in which


mental health manifests itself, but also one that
profoundly influences mental health. It can harm,
heal, and protect; leaving long lasting effects.
Personal vulnerabilities of employees may
exacerbate negative workplace impacts but are
not a prime cause of mental health problems at
work.

European Federation
of Psychologists
Associations

Health at work
an independent
review of
sickness absence
Nov 2011

Sickness absence from work is often unavoidable,


but when unduly prolonged it is wasteful and
damaging to individuals and their families,
employers and our wider society. The aims of our
Review were to minimise the loss of work
resulting from ill health and to find ways of
reducing the burdens and costs.

Dame Carol Black


and David Frost CBE

Psychological
distress at work
Taking the
Prevention
Approach

Psychological distress at work is expensive. The


expense comes in two forms - the loss of
performance of people attending work but unable
to concentrate effectively due to established stress
triggers, and the costs associated with sickness
absence and staff turnover.

Professor Derek
Mowbray

Research Insight
into: Preventing
stress; Promoting
positive manager
behaviour

Why manager behaviour is important. This report


looks at the importance of employee wellbeing/mental health and effective line
management; Research evidence of the links
between management behaviour and employee
well-being/mental health; Management
competencies for preventing and reducing stress
at work - the story so far.

Emma DonaldsonFeilder, Rachel Lewis


and Joanna Yarker of
Affinity Health at
Work, HSE, CIPD
and IIP

Line management
behaviour and
stress at work
Updated advice
for HR

Why are line managers important in the context


of stress management? The Management
Standards initiative is driven from Health and
Safety; however, much of the responsibility for its
implementation will fall on HR professionals and
line managers. This means HR professionals and
line managers need to understand what stress is
and what constitutes a healthy workplace, what
skills, abilities and behaviours are needed to
manage employees in a way that minimises workrelated stress.

HSE / CIPD

Line management
behaviour and
stress at work Refined
framework for
line managers

This refined management competency framework


for preventing and reducing stress at work was
developed during the first two phases of a
research programme sponsored by the HSE, CIPD
and IIP. The programme aimed to identify and
develop the management behaviours necessary to
manage stress in others.

HSE, CIPD and IIP

Stress at work Updated guidance


for line managers

Why is stress management particularly important


to me as a manager? The Management Standards
initiative is driven from Health and Safety;

ART

HSE, CIPD and IIP

however, much of the responsibility for its


implementation will fall on line managers. This
means managers need to know what stress is; and
also understand what skills, abilities and
behaviours are necessary to implement the
Management Standards and manage employees in
a way that minimises work-related stress.

Stress at Work
A report prepared
for The British
Academy

This report examines evidence for trends in work


related stress in UK and comparatively across
Europe, within the context of growing
unemployment and job insecurity. In particular, it
identifies the main determinants of work stress
within the context of a recession. The report
reviews the health, social and economic costs of
work stress; and discusses what can be done to
reduce it in the individual, organisational and
legal contexts.

Professor Tarani
Chandola

The impact of
mental health on
business and
industry an
economic analysis

This study assesses the importance to employers


of mental health problems in the workforce,
looking at both the scale and the financial
implications. The Financial implications include
Sickness absence, reduced productivity at work
(presenteeism) and staff turnover.

Michael Parsonage,
The Sainsbury Centre
for Mental Health

Equality Act
2010: What do I
need to know?

This summary guide, produced by the Chambers


of Commerce and the Government Equalities
Office, is intended to help businesses understand
their new obligations under the Equality Act 2010
as providers of goods, facilities and services.

British Chambers of
Commerce

The Equality Act


2010 - ACAS
Guide to What is
New for
Employers?

This guide covers the provisions of the Equality


Act 2010. As an employer, your obligations
remain largely the same. The Act harmonises and
replaces previous legislation (such as the Race
Relations Act 1976 and the Disability
Discrimination Act 1995) and ensures consistency
in what you need to do to make your workplace a
fair environment and to comply with the law.

ACAS

Work-related
stress - What the
law says

This guidance summarises the legal duties that


employers have to reduce and where possible
prevent work-related stress impacting on the
health of their employees. It provides a starting
point to help understand the legal requirements,
and suggests actions that employers can take to
help to not just comply with the law, but improve
the working conditions for all employees.

CIPD Sept 10

Rules of the
Game 13 rules
that lead to
commitment and
trust at work

In this paper 13 rules are presented that relate


directly to the building and sustaining of
commitment and trust at work. These rules can be
applied to the governance process of any business
or service. They are developed with commitment
and trust in mind, and are, therefore, enabling
rules rather than policing rules.

Professor Derek
Mowbray

Model of
Organisational

This paper is about identifying the key


components of more permanent organisations,

Professor Derek
Mowbray

ART

Design and
Development

and provides a model that may be used to help


develop such organisations to be more successful
in achieving their purpose. The model is
adaptable and flexible, and may be applied to
reviewing existing organisations, as well as
providing a template for the construction of new
organisations.

Managerial
culture change
the emergence of
The Managers
Code

Psychological distress is largely caused by people


and, in the workplace, by the controllers of
organisations, and is, therefore, preventable in
many workers. The focus on prevention is
feasible and essential. The Managers Code is a
framework within which a cultural change is
possible if all managers adopt and apply the Code
in their daily activities. The outcome will be
commitment, trust and engagement between staff
and their organisations as represented by the
controllers the managers.

Professor Derek
Mowbray writing for
Health and Care
Management

Positive outcomes
from an engaging
idea

An organisation's greatest resource is its people,


David MacLeod tells Alison Thomas of Public
Service, and if you expect your organisation to
succeed then you've got to listen to your people
and treat them properly. A happy, engaged
workforce gets better results than a miserable,
demotivated one.

Public Service
Interview

Mind's
Employers' Guide
to Mentally
Healthy
Workplaces

Conditions like anxiety, depression and


unmanageable stress affect 1 in 6 British workers
each year. This issue is costing businesses like
yours up to 26 billion every year, including: 2.4
billion wasted on staff turnover due to poor
mental wellbeing; 15.1 billion by staff coming to
work and putting on a brave face, when in reality
they are not coping; 70 million lost working days.

MIND

BITC / MORI Reporting on


Health &
Wellbeing raises
Sharehold Return
for FTSE 100

Companies that focus on employee health,


wellbeing and engagement are likely to derive
positive results from a more committed and
productive workforce. The Ipsos MORI report
demonstrates that the number of FTSE 100
companies reporting on these issues has increased
and that many companies are reporting
quantitative data to illustrate their performance.

BITC

The X-Factor in
wellbeing and
performance

Building and sustaining a Positive Work Culture


as part of the organisational strategy for all
organisations will improve performance and
reduce the costs attributable to sickness absence,
staff turnover and presenteeism.

Professor Derek
Mowbray

Accentuate the
Positive

Caught between the NHS bureaucracy and


professionals on the ground, middle managers are
under more strain than ever. Derek Mowbray
explains how a new code of conduct can help
managers promote a more positive working
environment in the NHS.

Professor Derek
Mowbray in
Healthcare Manager
Spring 2010

How to create a

Professor Mowbray's advice for creating a

Professor Derek

ART

strategy for
employee
wellbeing a
very brief guide

strategy for employee wellbeing that will build a


high performing Positive Work Culture

Mowbray

Wellbeing at
Work Policy
Document

Wellbeing is more than simply the absence of


illness, it allows employees to live a balanced life
while taking a constructive role at work and in
society. Although wellbeing can be affected by
circumstances outside work, symptoms of a
wellbeing imbalance, i.e. stress, are often
displayed at work. It is therefore important that
employees recognise this and confide in their
managers; and that managers are able to recognise
symptoms and are able to support employees.

Professor Derek
Mowbray

The Wellbeing
and Performance
Agenda

The principal ways of influencing performance, in


addition to ensuring the plan of action is clear,
and the skills, knowledge and experience of the
individual are up to the task, is to ensure a focus
on the task. For this the individual needs to be
able to concentrate and all elements of
psychological distress need to be eliminated.

Professor Derek
Mowbray

A Positive Work
Culture
essential for
wellbeing and
performance at
work

Promoting psychological wellbeing and


performance at work relies on the creation of
cultural foundations of virtuous intent that
encourages a display of behaviours that lead to
trust, commitment and engagement between
individuals, their employing organisation, and
their immediate working organisation which may
be a team, a department, or something else.

Professor Derek
Mowbray

The Wellness
Imperative Creating More
Effective
Organizations

Redefining wellness as a state of being that is


shaped by engagement and other workplace
factors as much as by physical and psychological
health and making wellness central to business
strategy opens an important new avenue to
increasing organizational effectiveness. As the
post-recession world economy slowly takes
shape, those organizations that choose to follow
this path are more likely to boost workforce
productivity, drive business performance and
realize core strategic goals.

World Economic
Forum

The
Psychological
Contract

This factsheet from the CIPD gives introductory


guidance and defines the Psychological contract.
It considers what research into the psychological
contract tells us about the changing employment
relationship and looks at the strategic implications
including the CIPD viewpoint.

CIPD

Wellbeing and
happiness

The State of Happiness - Can public policy shape


peoples wellbeing and resilience? A combined
report from The Young Foundation and The Local
Wellbeing Project which is a unique, three-year
initiative to explore how local government can
practically improve the happiness and wellbeing
of its citizens.

The Young
Foundation and The
Local Wellbeing
Project

ART

Building the case


for wellness

PricewaterhouseCoopers LLP was commissioned


by the Health Work Wellbeing Executive to:
Review the wider business case for workplace
wellness programmes in the UK; Consider the
economic business case for undertaking wellness
programmes among UK employers; Provide a
framework for programme implementation and
management. Their report covers the three
components of workplace wellness - Health &
Safety, Managing Ill Health, Prevention and
Promotion. It supports the idea that wellness
programs have a positive impact on intermediate
and bottom-line benefits and that workplace
wellness makes commercial sense.

Pricewaterhouse
Coopers LLP

Promoting mental
wellbeing through
productive and
healthy working
conditions:
guidance for
employers

Why work is important to employees mental


wellbeing. Public health guidance on promoting
mental wellbeing through productive and healthy
working conditions. The following definition of
mental wellbeing is used in this guidance:
Mental wellbeing is a dynamic state in which the
individual is able to develop their potential, work
productively and creatively, build strong and
positive relationships with others and contribute
to their community. It is enhanced when an
individual is able to fulfil their personal and
social goals and achieve a sense of purpose in
society.'

NICE

Promoting mental
wellbeing at work
- Quick reference
guide

This quick reference guide presents the


recommendations made in Promoting mental
wellbeing through productive and healthy
working conditions: guidance for employers. It is
for those who have a direct or indirect role in, and
responsibility for, promoting mental wellbeing at
work.

NICE

Promoting mental
wellbeing at work
- The Business
Case

This business case report looks at the costs


associated with mental wellbeing in the
workplace and the potential savings achievable by
implementing steps to improve the management
of mental health in the workplace. It uses the
most accurate data available and was produced in
conjunction with the technical team at NICE and
consulted on with external experts.

NICE

Promoting mental
wellbeing at work
- Guide to
Resources

This is a support tool to help guide people to


resources that may support the implementation of
NICE guidance.

NICE

Promoting mental
wellbeing at work
- Implementation
Tool

This resource is an implementation tool and


should be used alongside the published guidance.
The information does not supersede or replace the
guidance itself.

NICE

Managing the
causes of workrelated stress

Work-related stress is a major cause of


occupational ill health, poor productivity and
human error. It can result in sickness absence,

ART

HSE

high staff turnover and poor performance and a


possible increase in accidents due to human error.
The HSEs Management Standards approach to
risk assessment will help you, your employees
and their representatives manage the issue
sensibly and minimise the impact of work-related
stress on your business.
Improving health
and work:
changing lives

The Government's Response to Dame Carol


Black's Review of the health of Britain's workingage population.

Government
Response

A Positive Work
Culture
essential for
wellbeing and
performance at
work

Promoting psychological wellbeing and


performance at work relies on the creation of
cultural foundations of virtuous intent that
encourages a display of behaviours that lead to
trust, commitment and engagement between
individuals, their employing organisation, and
their immediate working organisation which may
be a team, a department, or something else.

Professor Derek
Mowbray

Individual Resilience, Wellbeing and Performance


Title

Description

Originator

20 Tips to
strengthen your
Resilience at
work

Resilience is the capacity to cope with and


become stronger as a result of experiencing
and dealing with difficult events.
Strengthening resilience combines building
inner strength with applying personal
strength to challenging situations.

Professor Derek
Mowbray

Resilience and
strengthening
resilience in
individuals

Resilience is about our capacity to tolerate


and move on with strength after
experiencing an adverse event. Through an
understanding of how our resilience is built
and expanded we are able to strengthen our
resilience by taking certain actions.

Professor Derek
Mowbray

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