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CMI - 5020 Introduction to Management and Leadership Lecture 2: To understand the purpose and construction of a personal development plan ...
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Tanveer Ahmad
London College of Management Studies tanveer@londoncms.com
London College of Management Studies

Learning outcome:
After this lesson you will be able to understand:

1.2 Discuss a management style and its impact on the middle manager s need to work with others 1.3 Construct a personal development plan (PDP) that addresses the middle managers short and long term needs
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London College of Management Studies

 Middle manager: "Middle management is critical to the change process, "They are the glue in the middle."
(Jane Cranwell-Ward, at Henley Business School. )

Skills and knowledge as key for middle managers:

setting objectives identifying responsibilities identifying risk identifying the effects of failure knowing how to manage and control processes setting milestones and meeting objectives on time engaging staff

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Managerial effectiveness
The Learning Workplace
Deal with significant changes Assess your approach to challenges from your staff Understand your behavioural profile and scoring matrix

The Managers StyleHow Others See You

The four primary behavioural styles: relater, socialiser, thinker, director How to recognize others behavioural styles to increase support and communication Style adaptability to increase your managerial effectiveness

Managing Teams
How to develop, create and manage a successful team
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The Transformational CoachPartnership Coaching

How to move from a boss to a coach The competencies and strengths of a transformational coach Identify your developmental strategies
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Management styles
1. Autocratic Autocratic style means that the manager makes decisions
unilaterally and without much regard for subordinates. Decisions will reflect the opinions and personality of the manager. This in turn can give project an image of a confident, well managed business. Subordinates may become overly dependent upon the leaders and more supervision may be needed.

2. Paternalistic
Decisions take into account the best interests of the employees as well as the business. The leader explains most decisions to the employees and ensures that their social and leisure needs are always met. This can help balance out the lack of worker motivation caused by an autocratic management style. Communication is again generally downward, but feedback to the management is encouraged to maintain morale.
London College of Management Studies

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Styles of management ...

3. Democratic The manager allows the employees to take part in decisionmaking: therefore everything is agreed by the majority. The communication is extensive in both directions. This style can be particularly useful when complex decisions need to be made that require a range of specialist skills. Example: when a new ICT system needs to be put in place and the management of the business is computer-illiterate.

4. Laissez-faire
The leader's role is peripheral and staff manage their own areas of the business. The leader therefore evades the duties of management and uncoordinated delegation occurs. The communication in this style is horizontal, meaning that it is equal in both directions, however very little communication occurs in comparison with other styles. The style brings out the best in highly professional and creative groups of employees. London College of Management Studies

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Description Autocrati Senior managers c take all the important decisions with no involvement from workers Paternalis Managers make tic decisions in best interests of workers after consultation Democrat Workers allowed ic to make own decisions. Some businesses run on the basis of majority decisions

Advantages Quick decision making Effective when employing many low skilled workers

Disadvantages No two-way communication so can be de-motivating Creates them and us attitude between managers and workers Slows down decision making Still quite a dictatorial or autocratic style of management Mistakes or errors can be made if workers are not skilled or experienced enough

More two-way communication so motivating Workers feel their social needs are being met Authority is delegated to workers which is motivating Useful when complex decisions are required that need specialist skills

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Figure(): Summary of management styles www.tutor2u.net London College of Management Studies

 Activity: Select any one of them, what will be its impact on the middle managers need to work with others How to equip managers to cope with new changes?

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A PDP addresses middle managers needs

Managerial skills: The need of the organization and business requires the different skills in the managers in order to handle the business environment and to make it successful in the market. The demand jobs skills of today managers are:

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intuitiveness, work under pressure manage the people conflict management crises management motivate the people under their supervision.

Katz theory of managerial skills:

Conceptual skill (Top Manager) Interpersonal skill (Middle Manager) Technical skill (Lower Manager)

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A PDP addresses middle managers needs ...

Managerial skills ... Conceptual skill (Top Manager)
Top manager needs to have more conceptual skill than technical skill. They have to think about the future of the company (goal and objectives).

Interpersonal skill (Middle Manager)

Middle manager is doing more in the interpersonal skill. They have to meet many people, so they need interpersonal skill to communicate with people. Example : negotiators.

Technical skill (Lower Manager)

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The Lower manager need technical skill in their job. The lower manager are dealing with small activities that may lead to achieve the goal and objectives.

These 3 managers must have a good relationship with each other, so that the objective and goal can be achieved.
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A PDP addresses middle managers needs ...

Activity: Based on your last week assignment and todays discussion, construct a personal development plan that addresses the middle managers short and long term needs.

To construct a PDP, you need to answer the following questions:

Where am I now? Where do I want to be? How can I get there?

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A PDP addresses middle managers needs ...

Table (1): Personal Development Plan Source: www.aua.ac.uk/professional_development/ Objectives What do I want to be Success criteria How will I recognise Actions What methods will I use to achieve my learning objectives? Implementation How will I practise and apply what I learn?

able to do or do better? success? How will I review and measure my improvement?

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Reference: Figure 1.4, page 31

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 FRAMED goals Your personal goals in PDP should be FRAMED F - Focused clear, unambiguous, what you intend to achieve R Resourced you have funds, equipments, tools, people A Agreed Any necessary permission, authority M Measured you are clear about the measures you will use to confirm when you have succeeded E Expertised you have the experience, skills, knowledge D Dated you know when you will start and finish

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Reference: Page 37

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 Further reading: www.tutor2u.net www.learnmanagement2.com http://www.performanceandstrategy.com/articles-ofinterest/middle-managers http://www.bcg.de/images/file52425.pdf http://www.aua.ac.uk/professional_development/

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London College of Management Studies

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