 By the end of the session you will know how to: ◦ Compare and contrast the differences in management styles ◦ Influence others. how to delegate effectively. including senior management and external people ◦ Decide what can and cannot be delegated. how to monitor and review delegated tasks ◦ Act as a mentor and support others acting as mentors .

 What are the vision. mission and strategic objectives of your organisation? Can you relate your own personal objectives to them? What are the skills required in your organisation What are your skills requirements    .

    Authority – the power related to each position within the organisation Power – ability to carry out the action Responsibility – obligation to be liable for the task Delegation – distribution of authority from a manager to a sub-ordinate .

 What style/type of communication helps you to develop the trust and support of your team members. colleagues and manager .

 Interpersonal Roles ◦ Figurehead ◦ Leader ◦ Liaison  Decisional Roles ◦ ◦ ◦ ◦ Entrepreneurial Disturbance handler Resource allocator Negotiator  Informational Roles ◦ Monitor ◦ Disseminator ◦ Spokesperson .

disciplining. controlling ◦ Networking – interacting with outsiders. socialising ◦ Human Resource management – motivating. reinforcing. paperwork ◦ Traditional management – planning. decision making. politicking. staffing decisions. managing conflict. What do ‘real’ managers do? ◦ Communication – exchanging information. training .

 Flexibility in a managerial role due to: ◦ Demands – are what anyone in the job has to do ◦ Constraints – internal or external factors which limit what a manager can do ◦ Choices – are the activities that a manager is free to do but does not have to .

     Developing leadership Driving radical change Reshaping culture Dividing to rule Exploiting the organisation      Keeping a competitive edge Achieving constant renewal Managing the motivators Making teamworking work Achieving TQM .

    Authoritarian or autocratic style – where the manager alone exercises decision-making and authority for policy etc Bureaucratic style – make decisions by enforcing rules etc Democratic style – focus of power is more with the group as a whole and greater interaction within the group Laissez-faire style – where the manager leaves the group to work on their own but is available for help if required .

          Decisive Integrity Enthusiasm and commitment Fairness Interest in people Communication skills Reliable Confidence Open-minded Forward thinking .

comfortable organisation .   Low concern for production and low concern for people. exerts minimum effort to get the job done High concern for production and low concern for people – organises work in such a way that people interfere to a minimum degree Low concern for production but high concern for people – leads to a friendly.

  Moderate concern for production and people produces adequate organisational performance through a balance of getting the work done while maintaining morale High concern for production and people believes that work is accomplished through committed people with a common stake in the business .

   Is management the same as leadership? Are leaders born or made? Does being a good manager mean you will also be a good leader? .

Task needs Team Maintenance needs Individual Needs .

 Identify organisational gaps and shortages Identify personal skills gaps Synthesise business and personal requirements with a view to a training plan   .

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