Governance of organisa Free Essay Example

TASK 1: Governance of organisations

The ability to understand how organisations operate begins with an understanding of how they are governed.

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TASK 1

Organisations are governed in different ways. Complete the table below giving THREE (3) examples of different types of organisations (e.g. Public Sector, Private Limited Companies (PLCs), third sector or voluntary/not for profit, sole traders etc) and explain how each one is governed.

(Refer to AC1.1 Outline the governance of different types of organisation and the Indicative Content for this AC)

COMPLETE THE TABLE:

Organisation type Explanation
1. Public Sector Because there is no market mechanism of monitoring performance, other ways must be found to ensure that organisations achieve the objectives and service delivery targets established for them. Normally an overseeing organisation will monitor their compliance and performance against a set of government or local authority measures. The overseeing organisation can also be involved in negotiating budgets and hiring of managers. Manager performance can be monitored by the overseeing organisation
2. PLC A Private Limited Company will have a Board.

The Board is accountable to shareholders for managing the Company in a way which promotes the long-term success of the Company for the benefit of the shareholders. The Board set the organizations standards, vision and strategy as well as creating and role modeling the organizations culture. The Board is also a decision-making body on matters that effect the whole organization.

3. Sole trader Sole Traders should implement policies, procedures and performance measures. A small business will also need to define and regularly update its risk management policy.

This policy identifies and addresses risks associated with operations or activities. They should also have a strategy in place to provide goals for the company to achieve within a structured timeframe.

TASK 2: How organisations operate

The strategy, culture, mission, vision and values of an organisation will impact on how it operates.

To complete tasks 2a, b and c you are encouraged to use examples based on an organisation you know well or have researched.

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TASK 2a
Explain the factors which influence an organisation’s culture.

(Refer to AC1.2 Explain the factors which influence an organisation’s culture and the Indicative Content for this AC)

INSERT YOUR ANSWER HERE:

An organisation vision, mission and strategy help to create a central direction which encourages team work because everyone is focused on achieving the same overall goal. The behaviours of leaders and the standards they set will also help to define the culture of an organisation.
It is also helpful to have clearly defined behavioural standards which individuals are expected to uphold and make the part of any review conversations.

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TASK 2b
Explain the purpose of organisational mission, vision and value statements.

(Refer to AC1.3 Explain the purpose of organisational mission, vision and value statements and the Indicative Content for this AC)

INSERT YOUR ANSWER HERE:

An organisations vision, mission and value create direction at an aspirational level. This give everyone an understanding of the direction the company would like to move in and therefore drives behaviours and objectives to assist in achieving the overall vision.

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TASK 2c
Outline the purpose of organisational strategies.

(Refer to AC1.4 Outline the purpose of organisational strategies and the Indicative Content for this AC)

INSERT YOUR ANSWER HERE:

An Organisational strategy creates very specific direction as it is in more of a SMART objective format. The strategy will normally give specific detail of the expected outcome and the areas of the organization that will directly be able to affect the outcome. This will drive projects and operational objectives to support delivery of the strategy to the pre-determined timeline.

TASK 3: The role of the manager

Within organisations it is important to recognise that different titles are given to managers’ roles such as team leader, supervisor or first line manager.

To complete tasks 3a, b and c you need to base your answer on the role of a manager who has responsibility for managing a group of staff in an organisation or occupational area you know well or have researched.

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TASK 3a
For a chosen organisation or occupational area, summarise the role of the manager.

(Refer to AC2.1 Summarise the role of the manager and the Indicative Content for this AC)

INSERT YOUR ANSWER HERE:

a department manager takes responsibility for all elements of the department (people, process, finance and customers).
They create a structure for the workload to be delegated through and manage the delivery of the workload using key performance indicators.
They set the culture and acceptable behaviours by demonstrating the correct behaviours themselves. They also coach and feedback to the team to help create the right culture.

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TASK 3b
Explain, using examples, the role of the manager in communicating organisational strategy to the individuals and teams they manage.

(Refer to AC2.2 Explain the role of the manager in communicating organisational strategy to individuals and teams and the Indicative Content for this AC)

INSERT YOUR ANSWER HERE:

The role of the manager at Arla is to make sure all objectives are linked to the yearly business plan which is structured to deliver the company strategy.
This is communicated through dialogue session where objectives are negotiated and linked to different elements of the business plan. It is also communicated through business planning sessions which happen quarterly. This helps individuals to understand the impact they are having on the business plan by achieving their objectives.

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TASK 3c
Explain, using examples, the levels of accountability and authority a manager has within a chosen organisation or occupational area.

(Refer to AC2.3 Explain levels of accountability and authority in the management role and the Indicative Content for this AC)
INSERT YOUR ANSWER HERE:

Within the process department the manager is accountable for the department KPI’s and objectives which include people, process, finance and customers.
The manager has the authority to hire and fire employees following company procedures. They also have the authority to make decisions relating to the department.

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TASK 3d
Outline THREE (3) legal and organisational frameworks which a team leader/supervisor/first line manager would need to apply in the management role.

(Refer to AC2.4 Outline the legal and organisational frameworks which apply to the management role and the Indicative Content for this AC)

INSERT YOUR ANSWER HERE:

1. Ethical standards must be upheld to ensure trustworthiness, honesty and equality across the team. This helps team members to feel confident when coming forward with any ethical concerns
2. Organisational policies and procedures need to be understood and adhered to, to manage in a fair and consistent way.
3. Health and Safety at work act need to be adhered to, to ensure the health and safety of everyone within the organisation.

TASK 4: Application of management and leadership approaches

To be an effective leader, you need to understand the various approaches to leadership so that you are able to use the right approach in different situations or circumstances.

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TASK 4a
In your own words, explain the differences between management and leadership.

(Refer to AC3.1 Explain the differences between management and leadership and the Indicative Content for this AC)

INSERT YOUR ANSWER HERE:

Management is about managing situations and KPI’s by making decisions using information available and understanding.

Leadership is about setting an example, inspiring and enthusing people. The shadow of a leader will determine how the team will behave in different situations.

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TASK 4b
The ability to apply management and leadership approaches to a variety of work based situations is an essential management skill.

Complete the table below by summarising THREE (3) management and leadership approaches. For each approach, explain how it can be applied and adapted to respond to different work based situations (e.g. business as usual, crisis and emergency, one to one, large group/team).

(Refer to AC3.2 Summarise recognised management and leadership approaches; AC3.3 Explain how management and leadership approaches can be applied and adapted in different work based situations and the Indicative Content for these ACs)

COMPLETE THE TABLE:

Summary of management and leadership approach Explain how the approach can be applied and adapted to this work-based situation
1. Coaching performance.
Coaching is asking questions rather than providing answers. The question should be open to help the individual to find their own answer. That process leads to a culture where people think for themselves in most situations. In a one to one coaching is a very powerful tool for unlocking potential. Using open questions to lead someone to an answer they already know makes them feel empowered to arrive at their own decision.

In a DRM (daily review meeting) using a coaching question to answer a challenge can lead to someone arriving at their own answer but it can also lead to the team supporting each other with answers.
2. Setting Objectives
Objective setting is a direct management approach which provides individuals with smart actions that lead to a desired outcome. Setting objectives in a one to one dialogue situation allows for an open discussion around the objective. You can agree on the detail, time scales and outcomes to ensure that the objective is S.M.A.R.T.

Setting objectives in a crisis can be a bit more challenging but if they are very specific, with a clear and agreed outcome with shorter timescales to affect the crisis they can extremely effective. The most important thing is to always follow up with the individual at an agreed time.
3. Delegating Responsibility
Delegating is choosing task from your own workload and entrusting individuals with the task. Delegating is a key element to growing the maturity and trust in a team. Delegating responsibility during normal operation gives someone in the team the opportunity to develop their skills and to understand and appreciate the role. Most people will feel empowered and engaged by being involved in taking on more responsibility.
Delegating responsibility during a crisis would have to be agreed with the understanding that the individual is comfortable with the responsibility considering the situation. However this demonstrates real trust and belief in the persons abilities which will empower and enthuse them as long as they are comfortable with the responsibility.

TASK 5: Knowledge, skills and behaviours of an effective manager

The ability to understand and apply knowledge, skills and behaviours to be effective in a management role leads to success.

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TASK 5a

Explain SIX (6) knowledge and skills you believe are required to be an effective manager.

(Refer to AC4.1 Explain the knowledge and skills required to be an effective manager and the Indicative Content for this AC)

COMPLETE THE TABLE:

Knowledge/skill Explanation
1. Coaching Understanding how to coach someone through a situation is a key skill to leading a team. Knowledge of the situation isn’t important if you have experts working on the situation asking questions and helping them to make decision based on the outcome of those question will solve most situations.
2. Listening Listening with real interest to your team will help to improve performance as they are best placed to understand what is needed to improve. This also makes the team feel that what they have to say is being valued and they will therefore continue to communicate.
3. Objective setting Setting objectives creates direction for the team and the department. Short and long-term objectives should always be S.M.A.R.T.
4. Prioritising tasks Prioritising tasks helps the team to work in an organised and structured way. Using a daily review meeting to talk through the priorities for the day aligns the team to one clear direction.
5. Delegation Delegating takes is the best way of maturing a team. If a team feels regularly empowered and trusted to take on the tasks of the leader, they will grow the ability to make their own decisions based on experience. This can lead to a very high performing and independent team allowing the leader to focus their time on implementing improvements.
6. Follow Up If you set objectives or delegate tasks you must always follow up. Without this step, the task becomes less important and you undermine all that you wanted to achieve with the delegation.
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TASK 5b

During the development of the new Trailblazer Apprenticeship standard, employers identified four behaviours (taking responsibility, being inclusive and agile and acting professionally) required to be an effective manager. In your own words, summarise each of the management behaviours listed in the table below.

(Refer to AC4.2 Summarise the behaviours required to be an effective manager and the Indicative Content for this AC)

COMPLETE THE TABLE:

Behaviour Summary
1. Taking responsibility Being responsible for everything you say and do. Taking responsibility for the department and the team.
2. Inclusivity Making sure everyone has equal opportunities within the team and that communication is fair, equal and consistent.
3. Agility Being able to react to different situations quickly and accurately.
4. Professionalism Always set the behavioural standards expected of your role and hold others to the same standards.

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TASK 5c
Using well-chosen examples, explain the impact a manager’s knowledge, skills and behaviours can have on teams, colleagues and customers.

(Refer to AC4.3 Explain the impact of knowledge, skills and behaviours on the team, colleagues and customers and the Indicative Content for this AC)

COMPLETE THE TABLE:

Group Impact of manager’s knowledge, skills and behaviours
1. Teams While working in my previous department I was challenged with taking over the leadership of the worst performing team. When I started working with the team I set a very high standard that I expected them to achieve (stretch target) and continually reassured them that we would get there together. Over time, using different skills such as objective setting, coaching, delegation, follow up and regular feedback the team became the number 1 performing team within the department in every way. This included behaviours, KIP’s and standards.
2. Colleagues Seeing the performance achieved in my previous role, my peers began to inherit my behaviours and professionalism. They also started to trust their teams to take on more using the succession planning model I had successfully used to grow my team.
3. Customers Based on the standards and behaviours created above. Customers had confidence that the team cared about the product and were impressed with their level of knowledge and engagement.

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REFERENCING AND BIBLIOGRAPHY

Use the box below to cite any external sources used in your assessment:

Internet research
My learning Journey

UNIT CMI 301

Assessment Marksheet: Principles of Management and Leadership

TO BE COMPLETED BY THE LEARNER
Learner name: CMI membership No: Date:
Centre name: Qualification:

Batch Number:
Overall assessment result: Pass/Refer

LO1 Understand how organisations operate
LO2 Understand the management role
LO3 Understand the application of management and leadership approaches
LO4 Understand the knowledge, skills and behaviours to be an effective manager

TASK Assessment criteria Assessment result* (*delete as appropriate) Assessor feedback
1a AC1.1 Outline the governance of different types of organisations Pass/Refer
2a AC1.2 Explain the factors which influence an organisation’s culture Pass/Refer
2b AC1.3 Explain the purpose of organisational mission, vision and value statements Pass/Refer
2c AC1.4 Outline the purpose of organisational strategies Pass/Refer

TASK Assessment criteria Assessment result* (*delete as appropriate) Assessor feedback
3a AC2.1 Summarise the role of the manager Pass/Refer
3b AC2.2 Explain the role of the manager in communicating organisational strategy to individuals and teams Pass/Refer
3c AC2.3 Explain levels of accountability and authority in the management role Pass/Refer
3d AC2.4 Outline the legal and organisational frameworks which apply to the management role Pass/Refer
4a AC3.1 Explain the differences between management and leadership Pass/Refer
4b AC3.2 Summarise recognised management and leadership approaches Pass/Refer
4c AC3.3 Explain how management and leadership approaches can be applied and adapted in different work based situations Pass/Refer
5a AC4.1 Explain the knowledge and skills required to be an effective manager Pass/Refer
5b AC4.2 Summarise the behaviours required to be an effective manager Pass/Refer
5c AC4.3 Explain the impact of knowledge, skills and behaviours on the team, colleagues and customers Pass/Refer

Overall comments:
(to identify areas of good practice and areas for further development)

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ASSESSMENT GUIDANCE

Refer Pass
• The submission is incomplete
• Tasks are incomplete
• Not all assessment criteria have been met
• No examples are used or the examples given do not match the requirements of the assessment criteria
• Evidence is
• Unclear
• Technically incorrect or inaccurate
• Biased
• Unprofessional language
• Poorly structured and presented
• Ideas are under developed
• Lacks sufficient detail to show understanding of the topic
• The application of concepts, models and theories to the management and leadership role or workplace is unclear
• Evidence is not directly attributable to the learner
• External sources of information are not acknowledged
• Work based evidence or artefacts (e.g planning documents or presentation slides) do not meet the requirements of the assessment criteria and is not current (within 5 years) • All tasks have been completed
• All assessment criteria have been met
• Examples given are well chosen and match the requirements of the assessment criteria
• Evidence is
• Well written and presented
• Contains a breadth of examples
• Accurate
• Current (e.g. use of up to date legislation)
• Authentic
• Inclusive
• Coherent
• Credible
• Technically correct
• Evidence shows an understanding of different perspectives
• Concepts, models and approaches and have been applied correctly in context of the management and leadership role or workplace
• Evidence used from external sources has been correctly referenced
• Evidence is directly attributable to the learner
• Work based evidence or artefacts (e.g planning documents or presentation slides) match the requirements of the assessment criteria and is current (within 5 years)