Leadership and Management

ILM Level 3 Award in Leadership and Management: |Centre Number: |R31609 | |Centre Name: |Leeds Metropolitan Institute of Leadership and Management (ILM) Centre | |Student Name: |Alexandra Hunt | |Leeds Met Student ID: |33251825 | |Student Date of Birth: |15/01/1991 | |Student Email Address: |a. [email  protected] leedsmet. ac. uk | |Gender: |Female | |Assessment Summary | | | |This task requires you to develop and demonstrate your skills or potential skills in leading and building an effective team.In order to gain the ILM 3 | |Award in Leadership and Management you will need to complete and pass a number of questions in this short question test. | | | |Note: To complete the task you will need to draw upon your personal experiences in, for example; a part-time job, voluntary work, other groups (e. g. sports| |teams), and leadership you have observed, are familiar with or have read about. |Understanding Leadership Styles | |Assessment Criteria: |Describe the factors that will infl uence the choice of leadership styles or behaviours in workplace situations | |Question 1: |Describe 2 factors that will influence the choice of leadership styles or behaviours in workplace situations (approximately 100 | | |words) | |If the person is in a situation where a decision needs to be made fast for example a paramedic may use an autocratic leadership style due to being in an | |emergency and needing to work objectively and quickly. | |During my 12 months placement I was working as recruitment consultant, a paternalistic leadership style on reflection was what I used when speaking to | |potential candidates, as it involved me using a lot of enthusiasm and persuasion. I need to use perceptive skills in order to pick up how the candidate was| |reacting and if it was a warm lead or a dead cold call. | | | | |Assessment Criteria: |Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour | |Question 2: |Following on from the previous question, please explain why these leadership styles or behaviours are likely to have a positive or | | |negative effect on individual or group behaviour (approximately 100 words) | |A con of using autocratic leadership style would mean that you may miss good ideas, and does not encourage team work, so often taking on a heavier work | |load yourself as you put the team in a position where they are needing constant supervision and approval from the autocratic leader. |A con of paternalistic leadership is that the selling only lasts as long as you are on the phone or are around for, and some candidates/people are not easy| |selling targets, you also may waste your time persuading them without gaining any commitment – which came across me time and time again when working as a | |recruitment consultant. | | | | | |Assessment Criteria: |Assess own leadership behaviours and potential in the context of a particular leadership model, using feedback from others | |Question 3: |Assess your own leadership behaviours and potential in relation to a leadership model discussed on the programme.Your reflection | | |should be based on what previous team members have fed back to you (approximately 100 words) | |At university currently we are participating in a module called consultancy project, whereby as group we have to write a report, research and offer | |recommendations to a real life client. Over the 4 months we have had 2 peers assessments and my feedback fits into the empowering leadership style, I have | |gained 100% commitment from the client and my team, I have motivated all my team members giving them guidance and reassurance when writing the report and | |they do trust my decisions that I have made. | | |Assessment Criteria: |Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model | |Question 4: |Describe at least 2 appropriate actions to enhance your own leadersh ip behaviour in the context of a leadership model discussed on | | |the programme (approximately 100 words) | |To enhance my leadership skills I think I firstly need to take a more asking approach instead of getting so stressed myself without even consulting the | |other group members. Sometimes I tend to take it all upon myself without building the rest of the teams effort. | |Sometimes also using an autocratic style might be worth it, due to recently working with a team member who does not seem to put as much effort in as the | |others, to improve the group and work on my leadership styles he may respond to getting things done and meet objectives if I set them for him, this is | |something I will take with me and use to improve my group work with. | | | | | | | | |Understanding the Communication Process in the Workplace | |Assessment Criteria: |Explain the importance of effective communication in the workplace | |Question 1: |Explain the importance of effective communication in the workplace (approximately 100 words) | |If communication in the workplace is bad it can have several effects such as decreased productivity, low morale and mistakes made. Communication is the key| |to running a successful business or project, it dismisses the pportunity for any important project to jeopardised (Allen Webster) | |High Productivity: the goal of any business, poor communication causes a breakdown in productivity resulting in profit loss or time loss. | |Morale: Not understanding a task causes low morale, as it makes employees feel confused and question wether they can contribute to the job role or not | |which leads to low self esteem. Tasks must be received in a clear concise manner focusing on the manager or the leaders communicative skills when | |surpassing important information. | |Mistakes: Written communication is essential and when writing emails which are now such a frequent task, you must be careful in choice of wording to ensure| |the email is not mi sunderstood or it can lead to unnecessary mistakes in the workplace. | | |Assessment Criteria: |Describe the stages in the communication cycle | |Question 2: |Describe the stages in the communication cycle (approximately 100 words) | |The basic flow of communication: | |Sender –> Message –> Transmission –> Recipient –> Receiver | | | | | |In this flow the sender sends a message to the receiver and then they can share feedback on the communication process. | | |Assessment Criteria: |Identify possible barriers to communication in the workplace | |Question 3: |Describe two possible barriers to communication in the workplace (approximately 100 words) | |Environmental Barriers: The things that surround us, which prevent us from receiving the speaker’s message for example, other peoples conversation, time | |pressures, the weather, physical discomfort in the room you are sat in. – External barriers. | |Environmental barriers are related to the listener such as how the listener is feeling at the time. |Attitudinal Barriers: The thoughts and feelings going on inside our heads which prevent us from listening, for example boredom, you do not like the person | |who is speaking, – internal barriers. | |Attitudinal Barriers have a lot to do with the mood and beliefs of the listener. | | | |Assessment Criteria: |Explain how to overcome a potential barrier to communication | |Question 4: |Explain how to overcome a potential barrier to communication (approximately 100 words) | |Effective communication requires listening and strong concentration.So it is important when receiving information, to ensure that the conditions are | |conducive to listening. ILM 3 has taught me that when important conversations are taking place and you are not in the right frame of mind due to | |attitudinal barriers be prepared to take them offline. You can also use the 6 steps to hearing attention, to improve your communication when needed m ost. | |For example an improved step I should take is be aware when it is getting to deep for me, and I tend to switch off when it gets to complicated or complex. | |This is something I need to work on to improve my communication skill set and follow through on challenging tasks that I need to complete. | | | | | | |Assessment Criteria: |Describe the main methods of written and oral communication in the workplace and their uses | |Question 5: |Describe the main methods of written and oral communication in the workplace and their uses (approximately 100 words) | |Written Communication: This should be used when needing to provide detailed information, such as figures and facts. Written communication is useful during | |briefs, it is useful when conducting a presentation to send extra written information out, the main use is when needing to refer back to it throughout a | |project or at a later date you can do, without having to ask the same questions again or repeat yourself. | |Or al Communication: This can be used during presentations, over the phone and is main form off communication. It is verbal, vocal and visual. You can | |convey the information you want to surpass on with passion and conviction and can be sure to get your message across clearly without any errors by using | |the tones in your voice. | | | | |Assessment Criteria: |Identify the main advantages and disadvantages of written methods of communication | |Question 6: |Identify the main advantages and disadvantages of written methods of communication (approximately 100 words) | |Advantages: Can store and be used at a later date. | |Easy to provide detailed information such as facts and figures | |Easy to pass on information from a third party. | | | |Disadvantages: Do not know if the information as been received unless a reply is needed. | |Writing skills are often difficult develop | |Poorly written documents can cost money. | | | | | | | | | | | | |Assessment Criteria: |Identify the main advantages and disadvantages of oral communication | |Question 7: |Identify the main advantages and disadvantages of oral communication (approximately 100 words) | |Advantages: Easy and quick | |Can communicate your point without much room for misunderstanding. |Can be given constructive feedback after a presentation from managers or vies versa | | | |Disadvantages: Need effective listening to be active and cannot always predict | | | | | | | |Assessment Criteria: |Explain how non-verbal communication can influence the effectiveness of oral communication | |Question 8: |Explain how non-verbal communication can influence the effectiveness of oral communication (approximately 100 words) | |A mixed message can occur when a persons body maybe ‘talking’, and when people do speak their bodies sometimes can say different things. For example eye | |contact is sign of confidence which much be used when attending interviews. | |At times a persons body maybe talking wh en they are actually sitting in silence. | | |Assessment Criteria: |Explain the value of feedback in ensuring effective communication | |Question 9: |Explain the value of feedback in ensuring effective communication (approximately 100 words) | |Constructive feedback is a positive way to improve somebodies skill set. When feedback is communicated effectively it can keep some goal orientated. When | |feeding back you must focus on specific behaviours rather than making general statements however still aiming to keep it impersonal. Always ask questions | |to ensure the person understands the feedback and make sure they do not feel like that have been attacked in a negative way. The value of constructive | |feedback is the key to improvement. | | | | |Assessment Criteria: |Assess own performance in a frequently used method of communication. Outline actions to improve own performance in communicating | |Question 10: |Assess your own performance (identifying your strengths and weaknes ses) in one frequently used method of communication. Possible | | |methods include; verbal communication, e-mail, telephone etc. Then state two ways in which you could improve your performance as a | | |communicator when using this method. |Written Communication | | | |Strengths – I have managed to establish relationships over email a varied amount of time throughout my 12 month placement, and I have managed to keep a | |professional working relationships with these people, via Linked In, and I feel confident that if I needed there support I would be able to rely upon them | |for advice and support even 12 months later. This shows I have conveyed my personality through email and have managed to be personable and approachable | |through my writing skills. | | |Weaknesses | |My spelling and grammatical errors I something I need to be aware off, I tend to rush many emails, and this cannot look when speaking to a professional | |body as it undermines the content of my email. | |Due to emailing tutors and friends from all over the world, I need to make sure I distinguish the difference between a friendly more informal email to a | |formal email, for example ending an email with Kind Regards and Many thanks, can change the way you want your whole email to come across. So being specific| |with my language is key. | |I have learnt during the ILM course to use the P. O. W. E.R | |Understand How to Establish an Effective Team | |Assessment Criteria: |Explain the benefits of effective working relationships in developing and maintaining the team | |Question 1: |Explain the benefits of effective working relationships in developing and maintaining the team (approximately 100 words) | |Bellman and Ryan define an extraordinary group as on which: | |‘Achieves outstanding results while members experience a profound shift in how they see their world’. | |Extraordinary groups are not only productive as employees, but also develop personally during there p articipation. |Authors suggest that effective team work can exhibit these common factors, | |Full engagement, shared leadership, embracing differences etc | |Assessment Criteria: |Describe behaviours which could develop and maintain trust at work | |Question 2: |Describe behaviours which could develop and maintain trust at work (approximately 100 words) | |During team work you spend many hours in creative and energised environment – you get to know each others strengths and weaknesses and become a small | |support network for each other. This enables the employees to form connections which go deeper than usual work relationships. Through my own experience of | |working in a team this year, it has evolved into a long term friendship on a personal level outside of the group work at university. |Assessment Criteria: |Explain the role of communication in developing effective team working | |Question 3: |Explain the role of communication in developing effective team working (ap proximately 100 words) | |Strong communication during team work can ensure that the team know and understand your visions and goals, and how you see the project going. This can make| |it easier when needing to combine an overall aim and setting various objectives. It means that you can achieve something together with no confusion and a | |mutual agreement. |Communication and personable behaviour can lead to strong support networks around, and creating a more confident and friendly environment to work in. | |Assessment Criteria: |Explain the differences between a group and a team | |Question 4: |Explain the differences between a group and a team (approximately 100 words) | |A team is internally organised, with specific goals and usually specific roles for different members of the team. A group is a collection of people with | |something in common something as simple as being in the same place or having a shared interest. | | | | |Assessment Criteria: |Describe the stages of an esta blished model of group formation | |Question 5: |Describe the stages of Tuckman’s model of group formation (approximately 100 words) | |Tuckman believes that all teams pass through four stages of development, gradually becoming more effective as the dynamics of the team change dramatically | |from periods of inefficiency and uneasiness through to a high period of performance. | |The four stages are as follows. |Forming: Uncertainty about roles, looking outside for guidance. | |Storming: Growing confidence in team, rejecting outside authority | |Norming: Concern about being different, wanting to be part of a team | |Performing: Concern with getting the job done | | | |He believes that a team will not be fully effective unless it reaches he stage of performing. Unless the four stage process is completed teams may | |degenerate too back into storming. | | |Assessment Criteria: |Explain how a manager could benefit from knowing team members’ preferred roles as defined i n an established team role model | |Question 6: |Explain how a manager could benefit from knowing team members’ preferred roles as defined in an established team role model, such as | | |Belbin’s model (approximately 100 words) | |If a manager can determine what roles are preferred by each team member they are able to have a strong insight into what is going on and who to go to for | |certain questions. For example if somebody is strong and enjoy financial analysis it makes it easier for the manager to delegate this to the team rather | |them than having to form together and get to know each other before assigning each other roles. Also if something goes the wrong the manager knows who to | |go to. | | |Belbin believes that new team members should be selected so that there is a balance both in terms of skill sets and team roles – if the manager knows what | |is missing he will be able to make an outside confirmed choice of what is needed in the team. | |Also ea ch role has its weaknesses. Knowing these weaknesses is useful for planning to avoid potential difficulties and for helping individuals develop – I | |personally feel this is the managers role. | | | | | Leadership and management Leadership has been the subject for quite some time now. Management experts have shown how leadership is important for organisations and how leaders emerge. There has been a debate on whether leaders are born or are trained to take on leadership roles. It has also been argued whether leaders are charismatic individuals or those who are highly skilled. Gibbons 1992 discusses how organisational roles shape the nature of leadership. Those in entrepreneurial positions are leaders who are risk takers; where as those who are in the supervisory roles tend to be those who conform to rules. George 1992 however takes the view that personality shapes leadership more than other traits. Leaders have been known to be persuasive, committed and visionary people and examples like Napoleon, Lincoln and Gandhi are often chosen to show how personality matters in Leadership roles. Management on the other hand is the ability to reach defined objectives using resources available. Managerial roles have not been seen as charismatic roles, they are more often than not logistical roles that skilled people occupy to be able to take the organisation toward its defined goals. Alvesson and Sveningsson 2003 examine the role of managers in providing leadership. In the modern context, managers are often asked to bear the responsibility of providing leadership in organisations. Today’s corporate manager is seen as a strategist and not someone who necessarily has all the traditional traits of being a leader. Management and Leadership: Similarities Management today is responsible for all the original roles that leadership played. Ohmae 1999 explains how today’s globalized world places different demands on those in power and occupying strategic roles in organisations. Management is responsible for hiring, training and nurturing talent by way of organising and supporting human resources. The manager is also someone who defines company policy in the context of laws and regulations that exist. Also managers are responsible for a long-term business plan that ensures the organisation keeps growing. In modern firms where a large number of employees work together across the globe, the dividing line between managers and leaders gets blurred and modern technology helps all managers communicate as effectively as leaders would have. Therefore today, the gap between leaderships and management is closing because of these growing similarities. Management and Leadership: Differences However there continue to be differences. Leadership is often a position that is acquired through informal developments that give certain people power. Management gives responsibility and authority. Leadership is what defines the long-term mission of organisations while management ensures that these goals are reached most effectively. Management requires specific skills and tools while leadership requires a set of traits that enable the leader lead from the front and do so in a manner that appeals to the entire team. Management is responsible for team building while leadership ensures that the team stays motivated and passionate about its tasks. Management is responsible largely to the shareholders while leaders must take into consideration all stakeholders. In today’s world where firms face pressure from voters, civil society organisations, the media and consumers, it is critical that top management take on a role where they act as spokespersons and ensure that such pressures do not act detrimentally to the interests of the firm. Leadership is often seen as a trait that is a function of the specific time and place and leaders bring special traits that enable them to operate successfully in the given context. Management however is a science that allows managers to operate efficiently anytime and in the globalized context, at any place where they apply the principles of management to generate efficiency. Leaders necessarily need to be good communicators, writers and speakers. Managers need to be clear in what they articulate not necessarily spectacular. Leaders inspire where as managers report. However any growing organisation today requires both leaders and managers. Those firms where managers take the leadership role find the going easier than others. But there are clear roles that both occupy. For firms to grow, in different markets and ensure that growth is sustainable, there is an active involvement from both managers and leaders in defining and implementing strategy. It is firms that are able to generate leaders and nurture managers who would perform well in the marketplace. Reference: Alvesson M and Sveningsson S, 2003, Managers Doing Leadership: The Extra-Ordinarization of the Mundane, Human Relations Gibbons P T, 1992, Impacts of Organizational Evolution on Leadership Roles and Behaviors, Human Relations J. M. George J M, 1992, The Role of Personality in Organizational Life: Issues and Evidence, Journal of Management Ohmae, K. 1999. ‘The Borderless World: Power and Strategy in the Interlinked Economy’. New York: Harper Business. Leadership and Management There are several subtle differences between the concepts of leadership and management. The functions and actions of each title differ in their foundation, expectation and execution. Those positions which exist under each title also differ – in their expectations, and motivations.   It is my goal, through achieving an MBA to develop a cohesion between these two roles in my work, and career endeavors. Leadership is less like a role, than it is an occasional action. (McCrimmon) It is the intention of a leader to inspire his or her followers to achieve their common goals. The focus of a leader is on the entirety of a project or goal. The followers, under the guides of leadership, assume the responsibility of carrying out the necessary actions required to achieve whatever goal is at hand. (CM) Management, on the other hand, handles the delegation of authority differently. Managers are concerned with all levels in the chain of command. Unlike the leaders, managers have subordinates – which, differing from followers, have much less personal inspiration for the work at hand. Managers have to overcome their subordinates’ personal desires with incentives. â€Å"Management requires efficiency, profitability, and depends on minimal inputs for maximum returns†. (McCrimmon) These two roles share a base theory – achieve a goal through the delegation of authority. It is in the manner and execution of this, in which they differ. The effectiveness of each has been proven, and while certain situations lend themselves to a particular set of expectations, both roles can achieve most any goal. Team work, in the American culture, derives from a centralized leader, and his or her subordinates. In the business setting, this would be the group manager. A properly organized team will consist of members which are chosen for their ability to execute certain aspects of a goal with efficiency. While it can be possible for a single person to be good a multiple tasks, if the situation allows, each person would be serve the group with only one responsibility. Conflict within the group setting can offer incentive to work harder, or, reciprocally, create tension. There are two main types of conflicts: affective and substantive. (Jehn 532) Substantive conflict arises through the competition of a task assigned to the group – and often works out through group communication. Affective conflict is far more disruptive. Affective conflict arises through differences in the members of the group – be it ethnic, cultural or other difference – and can stall group production completely. It is the responsibility of leaders and managers to address and – if possible – end conflict within a group. Without the cooperation within a group, it cannot complete the tasks at hand. Therefore, effective leadership and management must be able to identify and remove the sources of conflict. Through my experience as a manager and team leader in various situations including job responsibilities, and other school functions, and responsibilities in a group (i.e. organizational meetings in which I was a leader) I had to prove myself to others that I was up for the task of being a leader.   In order to manage effectively a certain amount of conflict resolution must be incorporated into any situation. I found that the conflict resolution texts that I have read in the past (centering around Gandhi and other peaceful leaders) gave me a certain edge of understanding when it came to difficult situations.   One particular incident in which I had to utilize my conflict resolution, and leadership skills was when I was working at my first job. Although I did not hold the title of manager yet, I was a well liked fellow employ at the local video shop.   Our goal was complete and total customer satisfaction:   the policy being that the customer is typically always right and that the employee must cater to the customer’s needs.   one day, I was just clocking in for my shift.   I went to the back of the store to ask the manager what station she wanted me on that day. She said to go ahead and go up front and handle customers since she was doing inventory in the back.   I went to the front of the store where a customer was already waiting impatiently for me.   He gave me his movies to rent and I asked for his membership card.   When his account came on my screen I informed him that he owed late fees amounting to over twenty dollars.   He was irate.   He said that he did not owe any late fees, because he turned those movies in on time.   The computer held testament that he was in fact late.   The tirade continued with a slew of swearing and the customer was obviously very upset about this. I knew that in situations like this it is much easier to react harshly, and yell back at the customer because he was definitely out of line with what he was calling me, and the emotions he was displaying.   However, I had to keep my job, and keep my head in this situation.   I took a moment in myself and realized that to react with the same negativity would only incite danger, and that this person was probably upset about something else in their life and was only letting it out on me because I was easy and he didn’t have to pay the consequences of his actions with me. With the utmost strength I had in self-control, and leadership, I asked the man kindly if he would like to take advantage of our promotion which was if a person donated canned goods then they only had to pay half of their late fees.   The man physically took a step back:  Ã‚   he did not expect this reaction I could tell.   I further informed him that if he wanted to leave and come back for the movies he wanted to rent, while getting canned goods I could hold the movies for him until his return. He took me up on the offer and came back with several cans of green beans, and cream corn, rented his movies, and even stuttered over his thank you when he left.   I feel that in this situation I took a leadership role in taking charge of the direction of the conversation and reflecting a cool demeanor without upsetting the customer.   This type of reaction was the necessary course in a business setting.   With an MBA degree I feel that I could enhance my leadership qualities and become a creative, manager utilizing conflict resolution. WORK CITED Jehn, Karen A. â€Å"A Qualitative Analysis of Conflict Types and Dimensions in Organizational  Ã‚  Ã‚  Ã‚   Groups†. Administrative Science Quarterly. Vol. 42, No. 3. September 1997. p. 530-  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   557. McCrimmon, Mitch. â€Å"Leaders or Managers†. Leadersdirect.com. Self Renewal Group. 2006.  Ã‚  Ã‚  Ã‚   Date of Access: June 29, 2007. URL:   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   http://www.leadersdirect.com/mgevslead.html â€Å"Leadership vs. Management†. Changingminds.org. 2006. Date of   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚   Access: July 22, 2006. URL: Leadership and Management ILM Level 3 Award in Leadership and Management: |Centre Number: |R31609 | |Centre Name: |Leeds Metropolitan Institute of Leadership and Management (ILM) Centre | |Student Name: |Alexandra Hunt | |Leeds Met Student ID: |33251825 | |Student Date of Birth: |15/01/1991 | |Student Email Address: |a. [email  protected] leedsmet. ac. uk | |Gender: |Female | |Assessment Summary | | | |This task requires you to develop and demonstrate your skills or potential skills in leading and building an effective team.In order to gain the ILM 3 | |Award in Leadership and Management you will need to complete and pass a number of questions in this short question test. | | | |Note: To complete the task you will need to draw upon your personal experiences in, for example; a part-time job, voluntary work, other groups (e. g. sports| |teams), and leadership you have observed, are familiar with or have read about. |Understanding Leadership Styles | |Assessment Criteria: |Describe the factors that will infl uence the choice of leadership styles or behaviours in workplace situations | |Question 1: |Describe 2 factors that will influence the choice of leadership styles or behaviours in workplace situations (approximately 100 | | |words) | |If the person is in a situation where a decision needs to be made fast for example a paramedic may use an autocratic leadership style due to being in an | |emergency and needing to work objectively and quickly. | |During my 12 months placement I was working as recruitment consultant, a paternalistic leadership style on reflection was what I used when speaking to | |potential candidates, as it involved me using a lot of enthusiasm and persuasion. I need to use perceptive skills in order to pick up how the candidate was| |reacting and if it was a warm lead or a dead cold call. | | | | |Assessment Criteria: |Explain why these leadership styles or behaviours are likely to have a positive or negative effect on individual and group behaviour | |Question 2: |Following on from the previous question, please explain why these leadership styles or behaviours are likely to have a positive or | | |negative effect on individual or group behaviour (approximately 100 words) | |A con of using autocratic leadership style would mean that you may miss good ideas, and does not encourage team work, so often taking on a heavier work | |load yourself as you put the team in a position where they are needing constant supervision and approval from the autocratic leader. |A con of paternalistic leadership is that the selling only lasts as long as you are on the phone or are around for, and some candidates/people are not easy| |selling targets, you also may waste your time persuading them without gaining any commitment – which came across me time and time again when working as a | |recruitment consultant. | | | | | |Assessment Criteria: |Assess own leadership behaviours and potential in the context of a particular leadership model, using feedback from others | |Question 3: |Assess your own leadership behaviours and potential in relation to a leadership model discussed on the programme.Your reflection | | |should be based on what previous team members have fed back to you (approximately 100 words) | |At university currently we are participating in a module called consultancy project, whereby as group we have to write a report, research and offer | |recommendations to a real life client. Over the 4 months we have had 2 peers assessments and my feedback fits into the empowering leadership style, I have | |gained 100% commitment from the client and my team, I have motivated all my team members giving them guidance and reassurance when writing the report and | |they do trust my decisions that I have made. | | |Assessment Criteria: |Describe appropriate actions to enhance own leadership behaviour in the context of the particular leadership model | |Question 4: |Describe at least 2 appropriate actions to enhance your own leadersh ip behaviour in the context of a leadership model discussed on | | |the programme (approximately 100 words) | |To enhance my leadership skills I think I firstly need to take a more asking approach instead of getting so stressed myself without even consulting the | |other group members. Sometimes I tend to take it all upon myself without building the rest of the teams effort. | |Sometimes also using an autocratic style might be worth it, due to recently working with a team member who does not seem to put as much effort in as the | |others, to improve the group and work on my leadership styles he may respond to getting things done and meet objectives if I set them for him, this is | |something I will take with me and use to improve my group work with. | | | | | | | | |Understanding the Communication Process in the Workplace | |Assessment Criteria: |Explain the importance of effective communication in the workplace | |Question 1: |Explain the importance of effective communication in the workplace (approximately 100 words) | |If communication in the workplace is bad it can have several effects such as decreased productivity, low morale and mistakes made. Communication is the key| |to running a successful business or project, it dismisses the pportunity for any important project to jeopardised (Allen Webster) | |High Productivity: the goal of any business, poor communication causes a breakdown in productivity resulting in profit loss or time loss. | |Morale: Not understanding a task causes low morale, as it makes employees feel confused and question wether they can contribute to the job role or not | |which leads to low self esteem. Tasks must be received in a clear concise manner focusing on the manager or the leaders communicative skills when | |surpassing important information. | |Mistakes: Written communication is essential and when writing emails which are now such a frequent task, you must be careful in choice of wording to ensure| |the email is not mi sunderstood or it can lead to unnecessary mistakes in the workplace. | | |Assessment Criteria: |Describe the stages in the communication cycle | |Question 2: |Describe the stages in the communication cycle (approximately 100 words) | |The basic flow of communication: | |Sender –> Message –> Transmission –> Recipient –> Receiver | | | | | |In this flow the sender sends a message to the receiver and then they can share feedback on the communication process. | | |Assessment Criteria: |Identify possible barriers to communication in the workplace | |Question 3: |Describe two possible barriers to communication in the workplace (approximately 100 words) | |Environmental Barriers: The things that surround us, which prevent us from receiving the speaker’s message for example, other peoples conversation, time | |pressures, the weather, physical discomfort in the room you are sat in. – External barriers. | |Environmental barriers are related to the listener such as how the listener is feeling at the time. |Attitudinal Barriers: The thoughts and feelings going on inside our heads which prevent us from listening, for example boredom, you do not like the person | |who is speaking, – internal barriers. | |Attitudinal Barriers have a lot to do with the mood and beliefs of the listener. | | | |Assessment Criteria: |Explain how to overcome a potential barrier to communication | |Question 4: |Explain how to overcome a potential barrier to communication (approximately 100 words) | |Effective communication requires listening and strong concentration.So it is important when receiving information, to ensure that the conditions are | |conducive to listening. ILM 3 has taught me that when important conversations are taking place and you are not in the right frame of mind due to | |attitudinal barriers be prepared to take them offline. You can also use the 6 steps to hearing attention, to improve your communication when needed m ost. | |For example an improved step I should take is be aware when it is getting to deep for me, and I tend to switch off when it gets to complicated or complex. | |This is something I need to work on to improve my communication skill set and follow through on challenging tasks that I need to complete. | | | | | | |Assessment Criteria: |Describe the main methods of written and oral communication in the workplace and their uses | |Question 5: |Describe the main methods of written and oral communication in the workplace and their uses (approximately 100 words) | |Written Communication: This should be used when needing to provide detailed information, such as figures and facts. Written communication is useful during | |briefs, it is useful when conducting a presentation to send extra written information out, the main use is when needing to refer back to it throughout a | |project or at a later date you can do, without having to ask the same questions again or repeat yourself. | |Or al Communication: This can be used during presentations, over the phone and is main form off communication. It is verbal, vocal and visual. You can | |convey the information you want to surpass on with passion and conviction and can be sure to get your message across clearly without any errors by using | |the tones in your voice. | | | | |Assessment Criteria: |Identify the main advantages and disadvantages of written methods of communication | |Question 6: |Identify the main advantages and disadvantages of written methods of communication (approximately 100 words) | |Advantages: Can store and be used at a later date. | |Easy to provide detailed information such as facts and figures | |Easy to pass on information from a third party. | | | |Disadvantages: Do not know if the information as been received unless a reply is needed. | |Writing skills are often difficult develop | |Poorly written documents can cost money. | | | | | | | | | | | | |Assessment Criteria: |Identify the main advantages and disadvantages of oral communication | |Question 7: |Identify the main advantages and disadvantages of oral communication (approximately 100 words) | |Advantages: Easy and quick | |Can communicate your point without much room for misunderstanding. |Can be given constructive feedback after a presentation from managers or vies versa | | | |Disadvantages: Need effective listening to be active and cannot always predict | | | | | | | |Assessment Criteria: |Explain how non-verbal communication can influence the effectiveness of oral communication | |Question 8: |Explain how non-verbal communication can influence the effectiveness of oral communication (approximately 100 words) | |A mixed message can occur when a persons body maybe ‘talking’, and when people do speak their bodies sometimes can say different things. For example eye | |contact is sign of confidence which much be used when attending interviews. | |At times a persons body maybe talking wh en they are actually sitting in silence. | | |Assessment Criteria: |Explain the value of feedback in ensuring effective communication | |Question 9: |Explain the value of feedback in ensuring effective communication (approximately 100 words) | |Constructive feedback is a positive way to improve somebodies skill set. When feedback is communicated effectively it can keep some goal orientated. When | |feeding back you must focus on specific behaviours rather than making general statements however still aiming to keep it impersonal. Always ask questions | |to ensure the person understands the feedback and make sure they do not feel like that have been attacked in a negative way. The value of constructive | |feedback is the key to improvement. | | | | |Assessment Criteria: |Assess own performance in a frequently used method of communication. Outline actions to improve own performance in communicating | |Question 10: |Assess your own performance (identifying your strengths and weaknes ses) in one frequently used method of communication. Possible | | |methods include; verbal communication, e-mail, telephone etc. Then state two ways in which you could improve your performance as a | | |communicator when using this method. |Written Communication | | | |Strengths – I have managed to establish relationships over email a varied amount of time throughout my 12 month placement, and I have managed to keep a | |professional working relationships with these people, via Linked In, and I feel confident that if I needed there support I would be able to rely upon them | |for advice and support even 12 months later. This shows I have conveyed my personality through email and have managed to be personable and approachable | |through my writing skills. | | |Weaknesses | |My spelling and grammatical errors I something I need to be aware off, I tend to rush many emails, and this cannot look when speaking to a professional | |body as it undermines the content of my email. | |Due to emailing tutors and friends from all over the world, I need to make sure I distinguish the difference between a friendly more informal email to a | |formal email, for example ending an email with Kind Regards and Many thanks, can change the way you want your whole email to come across. So being specific| |with my language is key. | |I have learnt during the ILM course to use the P. O. W. E.R | |Understand How to Establish an Effective Team | |Assessment Criteria: |Explain the benefits of effective working relationships in developing and maintaining the team | |Question 1: |Explain the benefits of effective working relationships in developing and maintaining the team (approximately 100 words) | |Bellman and Ryan define an extraordinary group as on which: | |‘Achieves outstanding results while members experience a profound shift in how they see their world’. | |Extraordinary groups are not only productive as employees, but also develop personally during there p articipation. |Authors suggest that effective team work can exhibit these common factors, | |Full engagement, shared leadership, embracing differences etc | |Assessment Criteria: |Describe behaviours which could develop and maintain trust at work | |Question 2: |Describe behaviours which could develop and maintain trust at work (approximately 100 words) | |During team work you spend many hours in creative and energised environment – you get to know each others strengths and weaknesses and become a small | |support network for each other. This enables the employees to form connections which go deeper than usual work relationships. Through my own experience of | |working in a team this year, it has evolved into a long term friendship on a personal level outside of the group work at university. |Assessment Criteria: |Explain the role of communication in developing effective team working | |Question 3: |Explain the role of communication in developing effective team working (ap proximately 100 words) | |Strong communication during team work can ensure that the team know and understand your visions and goals, and how you see the project going. This can make| |it easier when needing to combine an overall aim and setting various objectives. It means that you can achieve something together with no confusion and a | |mutual agreement. |Communication and personable behaviour can lead to strong support networks around, and creating a more confident and friendly environment to work in. | |Assessment Criteria: |Explain the differences between a group and a team | |Question 4: |Explain the differences between a group and a team (approximately 100 words) | |A team is internally organised, with specific goals and usually specific roles for different members of the team. A group is a collection of people with | |something in common something as simple as being in the same place or having a shared interest. | | | | |Assessment Criteria: |Describe the stages of an esta blished model of group formation | |Question 5: |Describe the stages of Tuckman’s model of group formation (approximately 100 words) | |Tuckman believes that all teams pass through four stages of development, gradually becoming more effective as the dynamics of the team change dramatically | |from periods of inefficiency and uneasiness through to a high period of performance. | |The four stages are as follows. |Forming: Uncertainty about roles, looking outside for guidance. | |Storming: Growing confidence in team, rejecting outside authority | |Norming: Concern about being different, wanting to be part of a team | |Performing: Concern with getting the job done | | | |He believes that a team will not be fully effective unless it reaches he stage of performing. Unless the four stage process is completed teams may | |degenerate too back into storming. | | |Assessment Criteria: |Explain how a manager could benefit from knowing team members’ preferred roles as defined i n an established team role model | |Question 6: |Explain how a manager could benefit from knowing team members’ preferred roles as defined in an established team role model, such as | | |Belbin’s model (approximately 100 words) | |If a manager can determine what roles are preferred by each team member they are able to have a strong insight into what is going on and who to go to for | |certain questions. For example if somebody is strong and enjoy financial analysis it makes it easier for the manager to delegate this to the team rather | |them than having to form together and get to know each other before assigning each other roles. Also if something goes the wrong the manager knows who to | |go to. | | |Belbin believes that new team members should be selected so that there is a balance both in terms of skill sets and team roles – if the manager knows what | |is missing he will be able to make an outside confirmed choice of what is needed in the team. | |Also ea ch role has its weaknesses. Knowing these weaknesses is useful for planning to avoid potential difficulties and for helping individuals develop – I | |personally feel this is the managers role. | | | | |