AC 1.1 Describe the goals and objectives of your organisation.
Goals are outcome statements, whereas objectives are very precise, time-based, and measurable actions that support the completion of pre-set goals.
Also known as SMART;
Specific; specific means that the objective is detailed, focused and well defined. That is the objective is straightforward, stresses action and the required outcome.
Measurable; if the objective is measurable, it means that the measurement source is identified, and the objective can be tracked.
Achievable; objectives need to be achievable, if the objective is too far in the future, employees will find it difficult to keep motivated and to strive towards its attainment. Objectives need to be achievable to keep employees motivated.
Realistic; objectives that are achievable, may not be realistic. The achievement of an objective requires resources, such as, skills, money and equipment to support the tasks required to achieve the objective.
Time-Bound; time-bound means setting deadlines for the achievement of the objective. Deadlines create the all-important sense of importance and timely action.
Goals and objectives are an essential element in planning and are a key reference point in the aspects of organising, leading, and controlling a business.
As part of the leadership team at Workstreme (a creator of B2B software), I understand that organisational goals are strategic objectives that Workstreme’s leadership team establishes to outline expected outcomes and guide our employees’ efforts. There are many advantages to establishing organisational goals: They guide my team’s effort’s, justify Workstreme’s activities and existence as a whole, define performance standards, provide limitations for pursuing pointless goals and function as interactive incentives.
In practice, I have discovered two main types of organisational goals: official and operational. Official goals detail Workstreme’s aims as described in their public statements. They help to build our public image and reputation. Operative goals are the actual, tangible steps we take to achieve its purpose. Workstreme operative goals often do not parallel the official goals; for example, currently at Workstreme our official goal is a recruitment programme that only recruits from the community, however with the candidates presenting, have limited skill the true operational goal is one of recruiting from a much wider perspective.
As a business we clearly communicate short/long term organisational goals to engage our employees in their work to achieve the targets set. While Workstreme can communicate its organisational goals through formal channels, I have found the most effective and direct way to do so is through employees’ line managers. This allows the line managers to work with their staff to develop SMART goals that align with the Workstreme goals.
Successful organisations need objectives that are ambitious, achievable and clear. If objectives are ambitious and clear, but unachievable, the organisation is set up to fail. If they are achievable and clear, but unambitious, the organisation is likely to be an average performer.
When key management roles are summarised as planning, organising, leading and controlling, the ultimate purpose of all these roles is to ensure that the organisation achieves its objectives. Sometimes, objective setting is included within the role of planning.
At Workstreme, a number of strategies and plans is in play at any given time. The ultimate objectives at a given point in time are set out in the corporate strategy. How these objectives are to be achieved is then defined in a series of strategic plans (whole organisation, medium-term), operational plans (individual units, medium-term) and annual plans. The objectives that a planning process seeks to fulfil are, in each case, given by the next strategy or plan. However, our corporate strategy is not just pulled out of the air.
1t sets out in how Workstreme intends to fulfil the primary objectives of its key stakeholders. For large commercial organisations, the key stakeholders are commonly thought to be the shareholders and that is true in the case of Workstreme where a significant proportion of the equity is held by two private equity companies.
Workstreme Goals
– Increase profit margin in 2018 by 5%.
– Increase efficiency markers by 11%; increasing download times from two days to one day.
– Capture a 2.5% market share by 2020
– Provide better customer service; reducing complaints by 50% every year.
– Improve employee training and retention.
Workstreme Objectives
– Profitability: increase profit margin in 2018 by 5% via seeking out alternative premises to save £100,000 in rent payments; increase to 60 % of short-term software contractors in development team, savings gained in national insurance and tax benefits plus flexible control of headcount with no HR issues.
– Productivity: by December 2018 replace 6 x low grade ‘data burners’ with 2 x high grade ‘data burners’ from Epoch Inc inclusive of 24/7/365 service and maintenance support contract. Increase training budget by 5%. Provide double monitor workstations for software development team.
– Customer Service: by June 2019 invest £250,000 in CRM (customer relationship management) software.
– Employee Retention: maintain a productive and positive employee environment. pay recruitment agencies a maximum placement fee of 12%. By July 2019 have a comprehensive benefits package in place for all members of staff (including contractors) including but not limited to; flexible work hours, highly competitive salary/contractor rate, equity options, free chef-prepared lunch and healthy snacks, health, dental, and vision benefits for employee/contractor and family.
– Growth: to have achieved by December 2020, 2.5% market share of the SaaS (software as a service) market segment.
AC 1.2
An objective and wide evidence base is used to evaluate the specific responsibilities of middle managers in enabling your organisation to achieve its goals and provide a conclusion or recommendations.
The Middle Manager
Below I examine the skills, roles abilities and responsibilities required to be a complete middle manager.
In order to act as facilitator of organisational strategy, a middle manager is required not only to understand the strategy, but it is prerequisite to communicate in strategic terms.
They are required to implement the language of senior managers and be clear about how operational aspects underwrite organisational success. By using the correct words and terms for organisational activities, they will be able to convey consistent messages that demonstrate their own understanding and endorse dependability.
Middle Managers should also be aware of the environment their organisation operates in, where external threats are likely to impact, and the opportunities the organisation intends to exploit. So, understanding the bigger picture is the key to effective operational management. If they are equipped this knowledge, they will be more able to appraise options and make informed decisions. Then armed with the knowledge and tools to help others understand their part in the overall plan, a middle manager can make a more valuable and relevant contribution to organisational performance.
Change is relentless at Workstreme, but it can be disruptive. Managers can play a key role in helping staff understand the reasons for change, adapt to new working practices and cope with uncertainties. They can only do this effectively if they fully understand the need for change and have been ‘part’ of the executive planning process.
A middle manager is a skilled change agent and possess excellent leadership skills. They lead by example and are proactive and positive about development initiatives. They are also sensitive to individual needs, offering support, encouragement and comfort as appropriate. Getting buy-in from staff crucial for strategic change projects, and as a manager they are well placed to seek and foster this. In the early stages of planning change, they will be able to represent staff views and their needs.
Rather than transmitting messages from the top of the organisation to the bottom, a manager will have many other communication responsibilities. The exceptional position in the middle of the organisation enables them to filter and edit messages. This can make a middle manager enormously politically powerful therefore, there is a need to exercise this power with caution. Effective managers act as early warning systems and are adept at positioning messages and requesting information based on what they hear and see. For example, a well-timed mention to the leadership team that news about the forthcoming salary review is overdue and may prevent a serious morale crisis.
Middle managers find themselves in all sorts of situations where strong communication skills are vital. They will regularly have to play the part of negotiator, facilitator, conflict manager and director. They will need to be a good listener and be consultative in approach and be appropriately authoritative.
An organisation’s competitive advantage comes from its core competencies. The things an organisation does that are superior to those of its competitors, e.g. the ability to design ground-breaking products or the ability to produce high quality software at a very low cost. Developing, maintaining and enhancing core competencies are the primary responsibilities of the leadership team. Therefore, ensuring that systems, processes, policies and people all align to support and underpin the development of core competencies is of paramount importance.
Making sure that the workforce has the necessary skills, experience, knowledge and expertise to do their jobs proficiently is the foundation of building core competencies. In order to do this, middle managers need to be able to appraise performance, identify development needs and source opportunities for individuals to exercise and realise their full potential.
A truly effective manager will maintain a focus on outputs at all times as their primary role is to make sure the front line delivers. As a professional manager, they will not, most likely, be part of that front line but will be the team monitor, evaluator, motivator, change agent and problem solver. They will be truly customer focused and instil this mindset into those on the front line by rewarding good results and successes with appropriate financial rewards and praise.
It is known that knowledge is power and in organisations where knowledge is shared and easily understandable, performance is higher than in places where individuals work in isolation and organisational expertise is lost when people leave. A manager should develop ways of netting and sharing knowledge in order that the organisation benefits from it and risks concerning the loss of it are reduced. Simple initiatives such as post-project reviews, working in pairs or teams and simple data capture systems can help create a knowledge sharing culture.
Many individuals will have become managers through promotion from the front line because they possess valuable skills, knowledge and expertise in specific areas. In certain industries, it’s necessary to employ managers who are subject matter experts as their knowledge and experience is fundamental to the efficient operation of the department or function.
However, many other people are given management positions because they possess certain talents that enable them to solve problems, make decisions and get the best out of other people. Generalist managers tend to be able to manage teams and functions in a wide variety of businesses and sectors. If they fall into this category, they may not necessarily be a subject matter expert but a facilitator of performance. The expertise will come from an ability to build effective working relationships.
Underpinning every aspect of a manager’s role is the ability to lead and influence others. As a role model within the organisation, a manager holds one of the most influential positions. They are exposed to staff, customers and suppliers, on a daily basis and are a promoter and representative of the organisation. It is essential that a manager works and behaves in line with organisational values and set standards that encourage others to do the same. If a manager doesn’t know, understand and believe in their organisation’s vision, they will be ill equipped to provide truly inspirational and motivational leadership.
AC 2.1 Evaluate how interpersonal and communication skills affect managerial performance.
– How a wide range of interpersonal skills and communication skills affect managerial performance has been correctly and appropriately evaluated to provide a conclusion or recommendations.
It is undeniable that communication and interpersonal skills are vital in the workplace.
Good two-way communication is vital to enable the positive flow of verbal or non-verbal information in an effective way Good communication has a positive impact on the performance of the team including; where all parties are clear what is expected from them, they receive good feedback and recognition of all achievements.
Effective communication and interpersonal skills are not only important for growth of work but also for the very survival of Workstreme. There has to be proper coordination between managers and employees to understand the requirement of the client and to serve them better.
The role of interpersonal communication in an organisation can be described as follows:
– To understand the organisational goal and need to achieve it through collective efforts.
– Understand the client’s and stakeholder requirements and balance their demands.
– Identify new opportunities in the market and formulate strategies to achieve business goals.
– To improve collaboration with in other teams to achieve the leadership team’s vision and mission.
Below is a list of interpersonal skills that every effective manager needs to possess:
– Verbal communication is key when leading a team.
o Managers must be able to speak concisely, professionally and to the point.
– They must have the vocabulary required to make themselves understood; otherwise their staff will not be able to complete their tasks.
o They must also know technical jargon to effectively speak to both clients and colleagues.
– Nonverbal communication, although often overlooked, is often more important than verbal.
o This includes tone, pitch, volume, facial expressions, hand gestures, clothing choices, etc.
– A manager who constantly crosses his arms in front of him when addressing his staff may seem uncomfortable or standoffish.
o A manager who can’t hold eye contact during a conversation will seem bored and uninterested.
– Listening skills are necessary for effective leaders.
o This requires truly listening in a one-on-one conversation or in a meeting to make sure all questions, concerns and comments have been heard and addressed.
o Effective listening can ward off potential mistakes and can greatly impact the communication process.
– Negotiation skills are often employed by the manager when dealing with staff, clients etc.
o Problem-solving is essential for any manager as issues at work come up constantly.
AC 2.2. Evaluate strategies to overcome barriers to effective managerial communication and interpersonal skills.
Regardless of the industry you work in, and in order to work well in a team and in a company, you need to know how to overcome communication barriers. I have collected 4 strategies to overcome communication barriers in the workplace below.
1. Listen properly
– In the work environment people grow up fighting to be heard. Unfortunately, this has affected our ability to really listen. Although we do hear what the other person is saying, we don’t actually listen. This is especially true in work environments where peer to peer competition comes into the work equation.
– To avoid making this mistake, always give the other person your complete attention to understand their point.
– This way, you will be able to avoid any misunderstandings, show the person you’re speaking with that you’re taking them seriously, and establishing respect between the two of you.
– Allow yourself enough time to hear and understand what the other person is saying, and if you need to, ask for clarity. At least the other person will know that you’re listening if you’re asking questions.
2. Avoid jargon
– Nothing can alienate people as quickly as using insider language or jargon. Although it may not seem like a problem to, certain abbreviations or terms might not be known to a newcomer and can make them feel like an outsider. When you’re speaking in a group, always communicate in a way that you know everyone will understand.
– Similarly, to the previous point, this is a question of respect. If you don’t bother to make an effort to be understood, it will suggest that you do not value that person’s understanding and taking the long view might hamper the performance of the whole team. The best way to avoid this is to cut down on jargon or entirely remove it from your speech.
– For many people, when writing, and about to use an acronym or abbreviation, the first time that they use it they put in brackets what it stands for. Then, having explained it once, there is no need to keep using the brackets and full term again. So rather than use a long term repeatedly, it’s just used in full once.
3. Keep an open mind
– People look at situations differently and they interpret words differently as well. For example, if you say a design is good, some people might take it as a compliment; others might wonder why you didn’t say it’s great. When there are several people working together in a stressful, competitive environment, this issue is compounded.
– This is why it’s crucial for you to keep an open mind and recognise that differences in perspective and understanding are natural. The best way to deal with these is to be aware of where the other person is coming from. If you can’t do that, try to understand that a difference of opinion exists and let the matter go. In essence, you need to agree to disagree. Forcing your point on someone else never works.
4. Be aware of cultural differences
– We live in a world that’s growing closer every day. People from different cultures, races, and religions work together in the same environment and are expected to get along. Unfortunately, this is easier said than done. Cultural sensitivities differ from place to place and what you might consider wrong may be right from someone else’s viewpoint.
AC 3.1 Assess own knowledge, skills and behaviour, and their effect on own managerial performance.
– The effect of own knowledge and skills and behaviour on own managerial performance has been correctly and appropriately assessed using relevant criteria and a wide and objective evidence base.
In the spirit of Belbin and Myers Briggs, I have assessed my knowledge, skills and behaviour on my managerial performance by listing out my leadership skills and including an excerpt from a professionally conducted personality/performance orientated profile.
What makes David Whitton a good manager?
1. Communication and social skills.
a. I am able to explain things clearly, ask questions, listen well, and be aware of what employees really feel.
2. Personal drive, sense of purpose and motivation.
a. I know where we are going and why and do not need to be supervised.
3. Dependability, conscientiousness and persistence.
a. I am trusted to do my job and know from my tenacity.
4. Ability to motivate others.
a. I am able to get my employees to complete the tasks required and not because it is an instruction.
5. Innovation and vision.
a. I welcome new tasks and different ways of working as appropriate.
6. Honesty and integrity.
a. I do what I say I will do and don’t do what I consider is morally or culturally wrong.
7. Self-confidence, willingness to accept challenges and take risks, emotional maturity.
a. Someone people respect and trust, who knows their own capabilities and who is keen to try out new things.
8. Ability to inspire trust.
a. I do not let my employees down, they believe in what I stand for.
9. Intelligence.
a. I am willing to learn and solve complex problems.
10. Knowledge about the organisation you work for.
a. I know what is happening across the Workstreme and how the business is structured.
11. Genuine interest in others and valuing them.
a. I care what my employees think about a situation, and I show them the respect and trust they expect.
12. A team orientation.
a. I like working with a diverse team of people.
An excerpt from a QUEST PROFILER of David Whitton completed in 2016.
People Assertiveness Is likely to put forward clear ideas and arguments in discussion with others and is prepared to stand by own point of view.
Taking Charge Will accept responsibility of situations and be prepared to direct the thinking and activities of others, without being authoritarian.
Outgoingness Likely to come across at times as quiet and reserved.
Social Ease Regarded as socially over competent.
Team Working Works happily alongside others and is a pro-active member.
Empowerment Rarely allows others to work without close supervision.
Supportiveness Dislikes and generally tries to avoid getting involved in other people’s problems, particularly if they are not work related.
Thinking Creativity Will show tendency to generate ideas and solutions.
Strategy Likes to think things through and look at the long-term implications of things. Can also focus on the short-term issues.
Analysis Feels comfortable with facts and figures.
Precision Operates in a well-ordered, precise, systematic way. Places importance on precision and thoroughness in the workplace.
Feeling Freedom from stress Feels calm most of the time and does not experience feelings of tension.
Sensitivity to criticism Does not get too upset and is well armoured against criticism.
Transparency Likely to reveal feelings and let others know their true feelings.
Optimism Pragmatic and optimistic to be positive about the way ahead and displays a balanced view of the future.
Drive Reliability Reliable over most things and will fulfil the important agreements.
Need for challenge Needs challenge and may get bored if work is too easy or targets are readily met.
Energy Energetic and strongly driven and thrives upon a heavy workload and the pace of working life is hectic.
Cautiousness Seldom reaches quick conclusions and prefers to avoid unnecessary risk. Prefers to apply a good deal of forethought before making commitments.
AC 3.2 Identify areas for personal development to improve own managerial performance.
– An assessment of own knowledge, skills and behaviour has been used correctly and appropriately to identify and prioritise areas for personal development.
I have provided a strengths, weaknesses, opportunities, and threat analysis of David Whitton, below:
Strengths
- Strong personality.
- Commercially astute.
- Influential politically.
- Well regarded by stakeholders.
- Calm in a crisis.
- Confident decision maker.
- Family oriented.
- Able to think on my feet and use my initiative.Weakness
- Vulnerable to shifts in political allegiances.
- Indifferent to paperwork.
- Passive aggressive traits. (Confrontational)
- Preference for change.
- Lack of tier one work experience with the big three software houses.Opportunities
- Personal development courses.
- Management qualification course.
- Career opportunities.
- Strong support from peers in leadership team.Threats
- Ineffective recruitment strategies.
- Failure of one aspect of commercial plan.
- Limited specific qualifications.
- Competition for progression.Based on the above analysis the below areas require development to improve my managerial performance.
1. Indifferent to paperwork
a. Presents an impact on my performance as a high proportion of my role requires careful attention to detail in relation to revenue, market share and commercial aspects.
2. Passive aggressive traits
a. Presents an impact on my performance as this trait destroys bridges rather than building them.
3. Preference for change
a. Presents an issue within my position and stance within the leadership team forum. It strains political allegiances and impacts on outcomes.
4. Lack of tier one work experience with the big three software houses.
a. Presents an internal peer group conflict as other members are alumni of Dell, Microsoft, Intel and HP.
AC 3.3 Produce a personal development plan to improve own managerial performance.
– A personal development plan to improve own managerial performance based on identified areas for personal development to improve own managerial performance has been produced that fully addresses resource requirements, is fully SMART, and identifies both long-term and short-term personal development needs.
Suggestions Activity Support Cost Resources Duration By
Communications improvements Seminar in communications. Team/short term £450 External course 2 days May 2019
Develop more self-awareness Accept and discern feedback. Team/Long term – Own effort Ongoing –
Become understanding to others needs during conflict. Make decisions that is the best solution for the whole team and company. Team/Long term – Own effort Ongoing –
Develop ability to deal with negative emotions. Anger Management Course. Team/Long term £1,000 External course and practice 3 days February 2019
Take more space and time to respond appropriately and not react Non-violent communication for conflict resolution. Team/Long term £950 External course 2 days March 2019
Implement administration improvements Making administration work. Team/Long term £600 External course 2 days January 2019
Highlight to each team member how their task benefits them. Motivational training and communications. Team/short term – Practice Ongoing –